Motivation

Section 5

Why are people motivated to do those things? VIDEO

Leaders are Readers Peter DruckerThe Effective Executive (1967) “Morale in an organization does not mean

that “people get along together”; the test is performance, not conformance.”

Elements of Work Motivation

Direction of Behavior

When faced with obstacleshow hard does a person keep

trying to perform achosen behavior successfully?

How hard does a person work to perform a chosen behavior?

Which behaviors does aperson choose to perform

In an organization?

Level of Effort

Level of Persistence

MotivationDirectly or Indirectly Dominates Organizational

BehaviorPersonality, PsyCap, etc….motivational propensitiesPsychological contractsGoal Setting TheoryO.B. ModificationCompensationSocial Identity Theory

WHY do people do what they do?What drives motivation to engage, motivation to

withdraw, motivation to perform, motivation to quit?

Catch 22Motivation is rarely the core issue

AbilitiesJob DesignTools at WorkLeadership

All problems are not solved by having motivated employees

The Process of Motivation

Individual Approaches

Primary Motives

Human motives are variously called physiological, biological, unlearned, or primary.

Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based.

Even though the brain pathways will be developed in different ways and people develop different appetites for the various physiological motives, they will all have essentially the same primary needs.

What are some examples of Primary Motives?

General and Secondary Motives

General MotivesThe Curiosity, Manipulation, and Activity MotivesThe Affection Motive

Secondary MotivesThe Power MotiveThe Achievement MotiveThe Affiliation MotiveThe Security MotiveThe Status MotiveIntrinsic versus Extrinsic Motives

Intrinsic- Behavior for it’s own sakeExtrinsic- Based on acquisition of material or social

rewards or

McClelland’s Need Theory:Need for Achievement

Need for Achievement - a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties

McClelland’s Need Theory:Need for Power

Need for Power - a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in life

Different than the importance of control in the workplace (e.g., Univ of Texas Study on dying prematurely)

McClelland’s Need Theory:Need for Affiliation

Need for Affiliation - a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people

(e.g., from psychology to Org Behavior)

From Individual to Work Motivation Approaches

Work-Motivation Approaches

Content Theories of Motivation

The Content Theoriesof Work Motivation

Maslow’s Hierarchy of Needs- Why are we talking about this anymore?

Alderfer- Existence, Relatedness, GrowthHerzberg’s Two-Factor Theory of Motivation

Hygiene Factor - work condition related to dissatisfaction caused by discomfort or painmaintenance factorcontributes to employee’s feeling not dissatisfiedcontributes to absence of complaints

Motivation Factor - work condition related to the satisfaction of the need for psychological growthjob enrichmentleads to superior performance & effort

Motivation–Hygiene Theory of Motivation

Hygiene factors avoid job dissatisfaction

• Company policy & administration

• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security

• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth

• Salary?

Motivation factors increase job satisfaction

Motivation-Hygiene Combinations

High M Low M

High H high motivation few complaints

low motivation few complaints

Low H high motivation many complaints

low motivation many complaints

(Motivation = M, Hygiene = H)

The Content Theories of Work Motivation

(Continued)

Process Theories of Motivation

Vroom’s Expectancy Theory of Motivation: Key Constructs

Valence - value or importance placed on a particular reward

Instrumentality - belief that performance is related to rewards

Expectancy - belief that effort leads to performance

Expectancy Model of Motivation

Performance(Instrumentality)

Reward(Valence)

EffortEffort(Expectancy)

Perceived effort–performance probability

Perceived value of reward

Perceived performance– reward probability

“If I work hard,will I get the jobdone?”

“What rewardswill I get when the job is well done?”

“What rewardsdo I value?”

Assumptions Underlying Expectancy Theory: 3 Causes of Motivational Problems

Belief that effort will not result in performance

Belief that performance will not result in rewards

The value a person places on, or the preference a person has for, certain rewards

Putting Expectancy Theory Together

The Process Theoriesof Work Motivation

(Continued)

Adams’s Theory of Inequity

Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

Motivational Theory of Social Exchange

Equity Outcomes = Outcomes Inputs Inputs

Negative Outcomes < Outcomes Inequity Inputs Inputs

Positive Outcomes > Outcomes Inequity Inputs Inputs

Person Comparison other

Strategies for Resolution of Inequity

Alter the person’s outcomesAlter the person’s inputsAlter the comparison other’s outputsAlter the comparison other’s inputsChange who is used as a comparison

otherRationalize the inequityLeave the organizational situation

New Perspectives on Equity TheoryEquity Sensitive

I prefer an equity ratio equal to that of my comparison other

New Perspectives on Equity Theory

Benevolent I am comfortable with an equity ratio less than that of my comparison other

New Perspectives on Equity TheoryEntitled

I am comfortable with an equity ratio greater than that of my comparison other

Equity Theory and JusticeEquity Theory Involves a Perception of Distributive

JusticeDistributive Justice

Perceived fairness in the distribution of outcomes.Procedural Justice

Perceived fairness of the procedures used to make decisions about the distribution of outcomes (NOT distribution of outcomes)

Greenberg 2008 SIOP ConferenceProcedural justice can substitute for distributive justiceOne type of justice is not necessarily more important

than the other…but one must be present.

Perception and Attribution

Fundamental attribution error and self serving bias (more when we talk about optimism)

Questions