PHED 1027 February 26 th & 28th
Dec 27, 2015
March 1, 2
March 8, 9
Please contact Michelle Zurawski in
the Ed Centre gym office
A drive that STARTS or MAINTAINS an
activity
From the Latin movere, meaning “to
move”
Psychological term used to explain
the WHY of behaviour
Instincts & drives – earliest theories
Social cognitions, perceptions,
emotions – modern paradigm
Amotivation – absence of motivation
Extrinsic motivation – to receive
reward or avoid punishment (external
regulation)
Intrinsic motivation – to learn,
accomplish tasks, and to experience
sensations
Which is most powerful in PA settings?
Competence – e.g. medal
Control – e.g. Bribe
A highly intrinsically motivated individual
is much more likely to sustain effort and
performance over the long term (e.g.
Exercise adherence)
Porter & Lawler’s Model Vroom’s Expectancy Model Bandura’s Self-Efficacy Theory Herzberg’s Motivation-Hygiene Maslow’s Needs Hierarchy Adam’s Theory of Inequity Personal Investment Theory Theory of Planned Behaviour Theory of Reasoned Action Self Determination Theory Transtheoretical Model
Degree of effort depends upon one’s
motivational state
Level of effort is related to the value
placed upon the rewards
Value may be different for different
individuals
Will the effort result in a reward?• Performance expectation or probability• Performance-reward relationship
Effort is maximized when an individual
places a high value on the rewards, and
when that person believes the effort-
reward probability relationship is strong
Abilities & Traits
• Traits – enduring, stable characteristics
• Abilities – trainable qualities
Role Perception
• Correct perceptions of one’s role are
important
Rewards that suggest to the individual that he or she is highly competent enhance intrinsic motivation
Rewards suggesting that the recipient is no longer fully in control of the reasons for behaviour reduce intrinsic motivation (Carron et al., 2003)
Intrinsic Rewards• Sense of accomplishment• Achievement• Doing something positive for the community• Personal growth
Extrinsic• Externally administered, tangible
Receiving rewards affects the value placed upon them...
Depends upon the individual’s perception of whether the rewards are equitable
How does satisfaction affect subsequent effort and performance?
Individual PERCEPTION of how fairly rewards are distributed
Performance is significantly impacted by the perceived equity of rewards• e.g. Comparing salaries and levels of
performance on professional teams• This is significant in any organization –
volunteer or professional
Observed behaviours provide information about personal investment• Direction• Persistence• Continuing motivation• Intensity • Performance
These patterns of behaviour indicate
the degree to which a person is
invested in the activity
• Everybody is motivated to do something
• Individuals distribute their time, talent, and
energy as they choose
“Situations are easier to change than
people” (Maehr & Braskamp, 1986)
How might this affect you as a coach,
teacher, instructor?
• Prompting• Contracting• Public reporting• Rewards• Feedback on progress• Goal setting• Social support• Focus on the experience• Focus on the process, not the outcome
Volleyball Officials Clinic Saturday, March 15th & Sunday, March
16th Ecole Secondaire Catholique Algonquin 10 AM-4 PM $125.00 Contact Mona Morton at 497-9774 Practical to follow March 29th or April 5th
We all have been recipients of demands for justice• “Barb, its not fair that some students got
mini eggs and others didn’t” We have all been in the position of
demanding justice• I told the builder of my house that, since he
replaced the defective windows for a neighbour, he should replace my defective windows
Ethical, legal, and appropriate business practices that are just and fair to all individuals involved in an organization
FAIRNESS Why is organizational justice so
important to PHE professionals?• Custodians• Socially sanctioned• Client / Employee satisfaction• Legal consequences
How do clients/employees/workers in an organization judge their work situation – is it FAIR??
Justice perceptions are related to:• Job satisfaction• Job performance• Organizational commitment• Self-perceptions
Were you ever treated rudely or disrespectfully?
Were you up for a promotion / raise / job, and
didn’t get it when you thought you should have?
Why was it unfair? How did you know?
How did you react? Did you take action? Why or
why not? (https://www.siop.org)
Distributive justice considers the
distribution of goods among members
of society at a specific time, and on
that basis, determines whether the
state of affairs is acceptable. (www.wikipedia.org)
Considers the concrete OUTCOMES
of the distribution of goods to
individuals or groups of individuals
Goods include income, opportunities, wealth• Equipment• Playing time• Uniforms• Feedback• Medical attention• Others???
Distribution of resources is based on
contributions that members make to a
group or organization• Effort• Ability (innate or achieved) • Performance
How should I have distributed mini-eggs
based on the principle of equity?
Individual PERCEPTION of how fairly
rewards are distributed
Performance is significantly impacted by
the perceived equity of rewards
Did you compare your test mark with
those of your classmates? Was your
assessment fair?
For example, if an individual is underpaid:• Quit• Decreased output• Ask for a raise• “squealing”• Distort reality
Resources are distributed equally to
all members
• Treatment
• Results
• Opportunity How should I have distributed mini-
eggs based on equality?
Resources are distributed on the
basis of the needs of individuals or
teams
How should I have distributed mini-
eggs based on need?
Procedural Justice – refers to the PROCESS
that organizations use to distribute goods
Procedural justice is an intermediary stage
• Procedures, guidelines, policies for making
decisions
Example of procedural INJUSTICE
What are some things that lead to a procedure being seen as fair?
• ‘Voice’ – getting a say in things
• Consistency – across time and employees
• Bias Suppression – avoid personal bias
• Accuracy – procedure should be correct
• Correctability – appeals mechanism
• Ethicality – standards of ethics upheld
Interactional Justice – the manner in
which decisions are communicated
• Substance of the message (informational
justice)
• Tone of the message (interpersonal justice)
Were there occasions during your days
in secondary school when you believed
that the administrators were not just in
distributing the school resources?
What principles of organizational
justice were violated? Discuss.