I/O Psych, chapt 9 motivation

Work Motivation

A person energetic desire to initiate work-related behavior and to determine it’s form, direction, intensity, and duration.

ERG Theory

a theory that proposes individuals have three needs:

• Existence

• Relatedness

• Growth

(ERG Theory) Existence

Maslow’s 1st two levels, physiological and safety needs.

(ERG Theory) Relatedness

Maslow’s level of social needs

(ERG Theory) Growth

Maslow’s last two levels. Inner esteem/achievement and self actualization

Frustration-regression principle ((ERG Theory)

If a need is not met, a person will then focus on the lower-needs to compensate.

Two-factor theory (Motivation-hygiene theory)

Herzberg’s theory that tells the difference between hygiene and motivator factors for job satisfaction.

Hygiene factors

Job satisfaction factors that if their needs are not met, it can decrease work motivation. Examples:

• Pay

• work policies

• work conditions

• supervisor/employee relationship

Motivator factors

Optional factors (not always present) that motivate someone to perform better at work. Examples:

• Opportunities for promotion

• recognition

• responsibility

• interesting work tasks/projects

Acquired needs theory

(Falls under self-determination theory). Motivation is determined by the needs of that a person & that each person has 3 needs (achievement, power, and affiliation).

Need for Achievement (Acquired needs theory)

(N-Ach)

Desire to excel and succeed. Likes to set realistic goals.

• Desires feedback on progress goals.

• Likes organizations that reward merit, not seniority.

• Best jobs for them: entrepreneur and scientist.

Need for Power (Acquired needs theory)

(N-Power). Desire to influence others and make an impact. Can damage an organization or own relation.

• Best jobs: Leadership and Politics

Need for affiliation (Acquired needs theory)

(N-Affil) Desire to have friendships, feel accepted, and to engage with others.

Best Jobs: Teacher or social worker

Worst jobs: Manager (because of conflict)

Motivation Spectrum (Self Determination)

External Regulation:

• Compliance

• External rewards or punishments

Introjected Regulation:

• Self control

• Internal rewards and punishments.

Identified Regulation:

• Personal importance

• Conscious valuing

Integrated Regulation:

• Value congruence.

• Synthesis with image

Intrinsic Motivation:

• Interested, enjoyment

• Inherent satisfaction

Equity theory

(process based theory) When a person determines if what they give is equal to what they receive

Self determination theory

Focuses on one’s intrinsic motivation.

Process-based work motivation

Focuses on how motivation develops and what factors cause motivation to exist

Benevolents

People who are more comfortable giving more inputs than the outcome they receive.

Ex: Social workers

Equity sensitivities

Those who prefer an equal ration of input and output

Entitleds

People who prefer giving less output and getting more.

Ex: Politics

Justice theory

(Process based theory) How fair an employee thinks their boss is to their employees

Distribute justice

How others perceived the rewards given from an organization as fair

Procedural Justice

How others perceived the process used to make important decisions as fair

Interactional / Interpersonal Justice

How employees perceived the interpersonal treatment from managers as fair.

Expectant theory / VIE {Extended} ~ Process based

If I put in good effort → Great Performance → Great outcome

Expectancy: An individual thinks their performance will lead to desired performance.

Instrumental: An individual expects their performance to lead to a reward or outcome.

Valence: The value a person places on a reward.

SMART Goals (Application based theory)

Attaining goals.

• helps managers to explicitly diagnose why employees aren’t performing well.

Smart

Measurable

Achievable (Aggressive but attainable)

Relevant

Timely

Goal Commitment

One’s determination to reach their goal

Application based theories

Theories including need-based and process-based theories. An in-nature application.

Self regulation

Capacity to control one’s impulses.

Self-Efficacy

The believe in one’s own abilities.

Job characterisitics theory

To understand work motivation, one must examine 5 traits of a job.

1. Skill variety

2. tasks identity

3. task significance

4. autonomy

5. feedback

Skill variety

When a job requires different job tasks and different abilities in order to do it successfully.

Task identity

How well the employee associate their tasks with the job’s ultimate outcome.

Tasks significance

How much a worker believes their jobs impact other people’s lives (within or outside the organization).

Autonomy

How much an individual believes they have the freedom to dictate their own approach to their job tasks and decisions.

Feedback

When one receives direct information about the effectiveness of one’s performance.

Job rotation (under Job redesign)

Individual employee performs a set of task. Every week or month or so, their tasks/responsibilities rotate.

Job enrichment (under job redesign)

Increasing motivation of a job by increasing authority or control one has over the job.

Job enlargement (under job redesign)

Expanding on employees duties and responsibilities.

Operant conditioning

Learning via antecedants (rewards) or consequences (punishments)

Reinforcements

Anything that has an effect on a behavior. Making it happen more or less

positive reinforcement

positive behavior is rewarded with something good.

Ex: Good grades = extended curfew.

Negative reinforcement

positive behavior is rewarded by taking away something.

Ex: Teacher rewards class with no homework for good behavior.

Punishment

Undesirable behavior is given undesirable consequences

Ex: Acting up in school? Spanking

Extinction

Removing positive reward after a habit of getting it = decrease in behavior.

Ex: Coworker makes inappropriate jokes at work, people laugh (positive consequence).

Once people stop laughing, the positive reward is gone. Causing them to stop.

Nudge

encouraging someone to behave a certain way while they retain their freedom to choose their own actions.

Reinforcement schedules

How and when reinforcements are applied.

Continous reinforcment

Giving consequences (positive or negative) to behavior on a predicable schedule.

Ex: Training Lucas to let you pick him up and always giving him a treat.

Variable reinforcement

Sometimes giving consequence (positive or negative) after a behavior has happened.

Ex: Door-to-door salesmen unsure if the next door will lead to a sale.

Fixed ratio schedule

Reinforcement is applied after a specific period of time has passed.

Ex: Buy 5 shirts, and get the 6th shirt free

Fixed interval schedule

Reinforcement is applied after a specific period of time passes.

Ex: Bi-weekly pay checks

Variable interval schedule

Reinforcing behaviors at random.

Ex: Pop quizzes to see if students study (to reinforce studying)

variable ratio schedule

Reinforcing behaviors AFTER a random # of behaviors are observed.

Ex: Winning at casino after plating X amount of times.

Compensation

Both monetary and non-monetary pay given to an employee by employer

ex:

• flex-time

• Additional PTO for staying with a company for so long

Fufillment progression (Maslow’s heiarchy of needs)

Needs to complete one need to get to the next

MAslow’s hearchy of needs

Self Actualization

Ego/Achievement

Social

Safety and security

Physiological needs