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• PersonalityThe characteristic and distinctive traits of an individual
Posited to be stable and unchanging Influential in determining behavior Not affected by the environment
Personality traits interact to help or hinder the adjustment of the person to other people and situations. It is important to understand that the interaction of
individual traits with other aspects of the environment affect personal motivation
• Self-ConceptThe perceptions people have of themselves and their
relationships to people and other aspects of life. Let me try another word Core Self Evaluation
– What we are conceptualizing is an overall view of one-self– Our overall belief in our ability to accomplish goals– Based, in part, on your perception of your “social context”
• Self-EfficacyA perception that influences the belief that one can
accomplish what one sets out to do. Two types
– Generalized Self-Efficacy– State Self-Efficacy
This perception is more directly related to specific tasks
• AttitudeA predisposition to respond to objects, people, or
events in either a positive or negative way. Based on what? How do we form attitudes? What is the relationship with behavior?
Attitudes are important because they can influence how people behave on the job. What came first the behavior/action or attitude? How do we change attitudes?
Attitude can have a major affect on performance I’ve always said it’s more attitude than ability
Need-based Approaches To Motivation• Needs for Achievement, Power, and Affiliation
Understanding individual differences…The Need for Achievement
A predisposition to strive for success and the satisfaction of accomplishing a challenging task or goal.– Meeting standards / Doing better / Accomplishing goals
The Need for Power A desire to influence others directly by making
suggestions, giving opinions and evaluations, and trying to talk others into things.– Control / Influence / Persuasion
The Need for Affiliation The motivation to maintain strong, warm relationships
with friends and relatives. – Belonging / Relationships / Agreeable
Process Approaches To Motivation• Adams’s Equity Theory
People have a need for, and therefore value and seek, fairness in employer–employee relationships. Distributive Justice
If a person perceives an inequity A tension or drive will develop in the person’s mind, and
the person will be motivated to reduce or eliminate the tension and the perceived inequity.– Inputs/Outputs (Self) = Inputs/Outputs (Referent other)
Employees can do this by reducing what they put into the job, or by boosting the magnitude of the rewards they take out (or both).– It has less to do with reality, and more to do with
Process Approaches To Motivation• Vroom’s Expectancy Theory
People are conscious agents who are continually sizing up situations in terms of their perceived needs And then acting in accordance with these perceptions.
• Motivation = E x I x VE represents expectancy (probability of success)
The belief that increased effort will lead to higher performance– If I study more I will do better on the exam
I is instrumentality (correlation) If I do better on the exam it will show in my grade The belief that 1st order outcomes 2nd order outcomes
V is valence (value of a particular reward) The perceived value one places on the rewards
Learning/Reinforcement Approaches To Motivation• Learning
A relatively permanent change in a person that occurs as a result of experience. Is learning always voluntary / volitional? Are we always aware that we are learning?
– We don’t have to choose to learn to learn something…
Motivation based on learning tends to be instinctive rather than a product of a deliberate thought process. In other words, what we learn is not really are choice Along with instinct, we attribute values and attitudes
towards experiences which affect our learning.– What do you think?
Compensation methods based on merit/performance rather than across-the-board nonoutput-based pay.
More instrumental and valent then salaries Providing a clear path Through strong instrumentality and valence
• Variable Pay Plan A compensation plan that reduces or increases a portion of an
employee’s pay, depending on whether the company meets its financial goals.
Combined with salary, a percentage of your pay is specifically under your control
• Gainsharing Plan An incentive plan that engages employees in a common effort to
achieve a company’s productivity objectives and in which they share in the gains. An initiative that ties everyone in one department or division together By tying their individual pay to the success of the larger group
Applying penalties for the undesired behavior to reduce the possibility that it will recur. Punishment involves the introduction of a undesired consequence in
an effort to deter behavior
You will need to be able to distinguish between: Interventions that introduce a reward/punishment Interventions that remove a reward/punishment
• Schedules of Reinforcement Continuous reinforcement
Produces rapid learning of behavior.– However, what is the downside?