Chapter 9 Intro TBH

Motivation

Psychological forces that determine the direction of a person's behavior, a person's level of effort and persistence 

Direction

Refers to the many personal behaviors a person can engage in 

Effort

Refers to how hard people work 

Persistence

Whether and when faced w/ obstacles if they keep trying or give up

Intrinsic

The source of motivation comes from within the person. Behavior that is performed for its own sake. Related to motivator needs 

• The motivation comes from doing the work itself 

What can help increase intrinsic motication?

Jobs that are interesting / challenging are more likely to lead to intrinsic motivation 

Extrinsic

The source of motivation is from external punishment or rewards. Related to hygiene needs 

• Performed to gain material or social rewards 

• Motivation is the consequences of the behavior not the behavior itself 

Expectancy Theory

Proposes that motivation is high when workers believe that high levels of effort leads to high performance. And high performance leads to attaining desired outcomes.

If high efforts = high performance = leads to desired outcomes = then there's high motivation

3 Factors of Expectancy Theory

Expectancy

Instrumentality

Valence

Expectancy

A person's perception about the extent to which the effort will result in a certain level of performance 

People are motivated to invest effort if they think it will pay off in high performance

Instrumentality

A person's perception about the extent to which performance at a certain level will result in the attainment of outcomes 

Workers will perform at high level if they think it will lead to pay, job security, bonus or feeling of accomplishment 

Valence

how desirable each of the outcomes available from a job or organization is to a person

People desire the outcomes that result from high performance 

Need Theory

Says that people are motivated to obtain outcome at work that will satisfy their needs 

Need : Is a requirement or necessity for survival & well being 

Maslow's hierarchy of needs

Proposes that all people seek 5 basic needs, once a need is satisfied it is a source of motivation. The lowest level of unsatisfied needs motivate behavior, once satisfied a person tries to satisfy the needs at the next level.

Maslow's hierarchy of needs factors

• Self Actualization 

  • Desire to become the most that one can be

• Esteem 

  • Respect, self esteem, status, recognition, strength, freedom 

• Love and belonging 

  • Friendship, intimacy, family, sense of connection 

• Safety needs 

  • Personal security, employment, resources health, property 

• Physiological needs

  • Air, water, food, shelter, sleep, clothing, reproduction

Self Actualization

Desire to become the most that one can be

Esteem 

Respect, self esteem, status, recognition, strength, freedom 

Love and belonging 

Friendship, intimacy, family, sense of connection 

Safety Needs

Personal security, employment, resources health, property 

Physiological needs

Air, water, food, shelter, sleep, clothing, reproduction

Herzberg's Motivator Hygiene Theory

Focus on two factors, Motivators that can lead to high levels of motivation/ job satisfaction, and Hygiene that can prevent them from feeling satisfied 

Herzberg's Motivator Hygiene Theory ; Motivators

Factors that makes job more motivating, such as additional job responsibility, opportunities for growth, recognition and feelings of achievement 

Herzberg's Motivator Hygiene Theory ; Hygiene factors

Characteristics of the workplace, such as company policies, working conditions, pay, and supervision that can make people dissatisfied 

Equity Theory (being fair)

• Refers to the perceived fairness/ outcomes we get, relative to our contributions /outcomes  and of others 

• People's perceptions of the fairness of their work outcomes relative to their work input

• Relative rather than absolute level of outcomes and inputs 

  • Compare to others 

  • Compares one's own outcomes input ratio w/ the outcomes input ratio of a referent 

Inequity Factors

Underpayment

Overpayment

Underpayment

• when a person's own outcome-input ratio is perceived to be less than a referent 

  • When people experience ____ inequity they may be motivated to lower their inputs by reducing hours, put less effort 

Overpayment

• when a person's own outcome-input ratio is perceived to be greater than a referent 

  • When people experience ____ inequity they may try to restore equity by changing their perceptions of their inputs

Goal Setting Theory

Focuses on motivating workers to contribute their inputs to their jobs and organization. Ensure organizational members achieve the goal.

Suggest that to stimulate high motivation and performance goals must be specific and difficult 

Considers how members can focus inputs in direction of high performance 

Goal setting theory ; types of Goals

Specific

Difficult

Learning Theory

• Employees motivation and performance is increased by how they link the performance of desired behaviors and the attainment of goals 

• Focuses on the linkage b/w performance and outcomes 

• Operant conditioning theory provides the most guidance in managers to have highly motivated workforce

Operant Conditioning Theory

• People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences 

• _____ ______ theory provides the most guidance in managers to have highly motivated workforce

Operant Conditioning Theory Tools

Positive Reinforcement

Negative Reinforcement

Extinction

Punishment

Positive Reinforcement

give people outcomes they desire when perform org functional behavior (pay, praise, or promotion )

Positive Reinforcement Example

pay, praise, or promotion

Negative reinforcement

eliminating or removing undesired outcomes when people perform org functional behavior

Negative reinforcement Example

nagging, criticism, unpleasant assignments

Extinction

curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them

Punishment

Administering an undesired or negative consequence when dysfunctional behavior occurs

Punishment Example

warning, pay cuts, suspension, firing