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Motivation
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Motivation
The set of forces that cause people to behave in
certain ways.
The Motivation FrameworkThe Motivation Framework
NeedNeed
(Deficiency)(Deficiency)
Evaluation ofEvaluation of
need satisfactionneed satisfaction
Search forSearch for
ways toways to
satisfy needsatisfy need
Determination of future needsDetermination of future needs
and search/choice for needand search/choice for need
satisfactionsatisfaction
Choice ofChoice of
behavior tobehavior to
satisfy needsatisfy need
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Categories of Motivation Theories.
Content Theories of Motivation WHAT motivates us
Process Theories of Motivation
WHY and HOW motivation occurs
Reinforcement Theory
HOW outcomes influence behaviors
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Content Perspectives on Motivation
Approaches to motivation that try to answer the question,
What factors in the workplace motivate people?
Maslows Hierarchy of Needs Aldefers ERG Theory
Herzbergs Two-Factor Theory McClellands Achievement, Power, and Affiliation Needs
Content Perspectives of Motivation
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Maslows Hierarchy of needs
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Physiological Need The basic requirements
needed to survive
These needs can beclassified as the most
primary needs of a human.
Examples-
Water, Food, Sleep, Health
and Sex
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Safety Needs The physiological needs are
largely taken care of, this secondlayer of needs comes into play.
You will become increasinglyinterested in finding safecircumstances
Examples-
Physical security
Economic security
Freedom
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Love & Belonging Needs When physiological needs and
safety needs are, by and large,taken care of, a third layer starts toshow up.
You begin to feel the need forfriends, a partner, children,affectionate relationships in general.
Examples-
Acceptance
Group membership
Love & affection
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Esteem Needs Maslow noted two versions of
esteem needs, a lower one
and a higher one.
Examples for the lower one-
respect of others, the need for
status, fame, glory, recognition,attention, reputation,appreciation, dignity, evendominance
Examples for the higher oneconfidence, competence,achievement, mastery, andfreedom
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Self actualization Needs
The last level is a bit different.
They involve the continuousdesire to fulfill potentials, to beall that you can be. They area matter of becoming the most
complete, the fullest, you
Examples-
More challenging work
Opportunities for innovation
Through creativity identifies onesfull potential
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ERG Theory
Existence needs
Physiological
Relatedness needs
How one individual relates to his/her social
environment
Growth needs
Achievement and self actualization
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ERGTheory
Needs HierarchyTheory
Self-Actualization
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
Growth
RelatednessRelatedness
ExistenceExistence
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Herzbergs Two-Factor Theory
Dissatisfactionanddemotivation
Not dissatisfiedbutnot motivated
Positivesatisfactionand motivation
Hygiene Factors
Company policies
Quality of supervision
Relations with others
Personal lifeRate of pay
Job security
Working conditions
Motivational Factors
Achievement
Recognition
Type of work
ResponsibilityCareer advancement
Personal growth
Job interest
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Needs TheoriesMaslow Herzberg
Hygiene
Motivators
Factors
Social
Safety
Physiological
Self-Actualisation
Esteem
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Content Theories of Motivation
Self-
Actualization
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
Growth
RelatednessRelatedness
ExistenceExistence
Motivator--Hygiene
Theory
Motivators
HygienesHygienes
Need for
Power
Need forNeed for
AffiliationAffiliation
McClellands
Learned Needs
ERG
Theory
Needs Hierarchy
Theory
Need forNeed forAchievement
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Process Perspectives of Motivation Why people choose certain behavioral options to satisfy their
needs and how they evaluate their satisfaction after they have
attained their goals.
Process perspectives of Motivation
Expectancy TheoryEquity Theory
Goal Setting Theory
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Expectancy Theory
Valence - value or importance placed on a particular
reward
Expectancy - belief that effort leads to performance
Instrumentality - belief that performance is related torewards
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Expectancy Theory
M = E x I x V
For motivated behavior to occur:
Effort-to-performance must be greater than 0Performance-to-outcome must be greater than 0
Sum of valences must be greater than 0*
* One or more valences may be negative!
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Expectancy Model of Motivation
Performance RewardEffort
Perceivedvalue of reward
Perceived effort -performanceprobability
Perceivedperformance -reward probability
If I work hard,will I get the jobdone?
What rewardswill I get whenthe job is well
done?
What rewardsdo I value?
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Positively valued work outcomes given to
the individual by some other person suchas a supervisor or a work group.
Extrinsic Rewards
Intrinsic Rewards
Positively valued psychological reward that
the individual receives directly as a result
of task performance.
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Equity Theory
Individuals equate value of rewards to effort and compare it toother people.
outcomes(self)outcomes(self)
inputs (self)inputs (self)
outcomes (other)outcomes (other)
inputs (other)inputs (other)
Inputs/OutcomesInputs/Outcomes
Comparison ofComparison ofself with othersself with others
EquityEquity
InequityInequity
Motivation to maintainMotivation to maintain
current situationcurrent situation
Ways to reduce inequityWays to reduce inequity
Change inputsChange inputs Change outcomesChange outcomes
Alter perceptions of selfAlter perceptions of self
Alter perceptions of otherAlter perceptions of other
Leave situationLeave situation Change comparisonsChange comparisons
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Goal-Setting Theory
Difficulty
Extent to which a goal is challenging and requires effort. Specificity
Clarity and precision of the goal.
Acceptance Extent to which persons accept a goal as their own.
Commitment Extent to which an individual is personally interested in
reaching a goal.
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GoalGoaldifficultydifficulty
GoalGoal
specificityspecificity
GoalGoalacceptanceacceptance
GoalGoal
commitmentcommitment
IntrinsicIntrinsicRewardsRewards
ExtrinsicExtrinsic
RewardsRewards
GoalGoal--Directed EffortDirected Effort
OrganizationalOrganizationalsupportsupport
IndividualIndividual
abilities & traitsabilities & traits
PerformancePerformance SatisfactionSatisfaction
Goal-Setting Theory
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Effect of Goal Difficulty on
Performance
Area ofOptimal
GoalDifficulty
High
TaskPer
formance
Low Moderate Challenging Impossible
Goal Difficulty
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Content Vs Process
Content theories
explain why people have different needs atdifferent times
Process theories
describe the processes through which needs aretranslated into behavior
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Reinforcement Theory
The administration of a consequence as a result
of a behavior.
Proper management of reinforcement can change
the direction, level, and persistence of anindividuals behavior.
Stimulus Response Consequences FutureResponse
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Reinforcement Theory
Law of effect.
Behavior that results in a pleasant outcome is
likely to be repeated while behavior that results in
an unpleasant outcome is not likely to be
repeated.
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Organizational behavior modification
(OB Mod)
The systematic reinforcement of desirable work
behavior and the non reinforcement orpunishment of unwanted work behavior.
Uses four basic strategies:
Positive reinforcement.
Negative reinforcement.
Punishment.
Extinction.
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Reinforcement Contingencies
Positive Reinforcement - The use of positiveconsequences to encourage desirable behavior
Avoidance Learning - Learning that occurs whenindividuals change behavior to avoid or to escapeunpleasant circumstances.
Punishment - Application of negative consequences tostop or correct improper behavior
Extinction - The absence of re-enforcement for undesirablebehavior so that the behavior stops recurring
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Positive reinforcement
The administration of positive consequences toincrease the likelihood of repeating the desiredbehavior in similar settings.
Rewards are not necessarily positive reinforces. A reward is a positive reinforce only if the
behavior improves.
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Principles governing reinforcement.
Law of contingent reinforcement.
The reward must be delivered only if the desired
behavior is exhibited.
Law of immediate reinforcement.
The reward must be given as soon as possible after the
desired behavior is exhibited.
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Scheduling reinforcement.
Continuous reinforcement.
Administers a reward each time the desiredbehavior occurs.
Intermittent reinforcement.
Rewards behavior periodically either on thebasis of time elapsed or the number of desiredbehaviors exhibited.
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Negative reinforcement.
Also known as avoidance.
The withdrawal of negative consequences to
increase the likelihood of repeating the desired
behavior in a similar setting.
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Punishment.
The administration of negative consequences or
the withdrawal of positive consequences to
reduce the likelihood of repeating the behavior in
similar settings.
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Implications of using punishment.
Punishing poor performance enhances
performance without affecting satisfaction.
Arbitrary and capricious punishment leads to poor
performance and low satisfaction.
Punishment may be offset by positive
reinforcement from another source.
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Extinction
The withdrawal of the reinforcing consequencesfor a given behavior.
The behavior is not unlearned; it simply is notexhibited.
The behavior will reappear if it is reinforced again.