Week 10 Workplace Psychology: Work Motivation

Learning Objectives

• Summarize the conceptual basis and degree of empirical support for work motivation theories.

• Compare and contrast the work motivation theories presented.

• Provide an overview and synthesis of work motivation theories.

• Discuss practical examples of applying motivational strategies.

Self-determination Theory (SDT)

• Specifies three forms of motivation driving achievement behaviors:

  • Intrinsic Motivation: Engaging in behavior for inherent pleasure (e.g., exercising for fun).

  • Amotivation: Lack of intention to engage in behavior (absence of motivation).

  • Extrinsic Motivation: Behaviors driven by external rewards rather than inherent pleasure.

Types of Extrinsic Motivation

• External Regulation: Actions performed to satisfy external demands or rewards (e.g., Skinner's operant theory).

• Introjected Regulation: Internalization of regulations not fully accepted as one’s own; behaviors driven by guilt or desire for ego enhancement.

• Identified Regulation: Acknowledgment of the importance of the behavior, though it may not be intrinsically enjoyable.

• Integrated Regulation: Values and behaviors are fully assimilated and aligned but still directed at external outcomes.

Positive Forms of Motivation

• Leaders can encourage positive motivation through satisfying psychological needs:

  • Autonomy: Providing choice and feeling control over actions.

  • Competence: Feeling effective in tasks.

  • Relatedness: Feeling connected to others and accepted.

Practical Implementation of Need Support

• Autonomy Support:

  • Offer choices in tasks.

  • Provide rationale for tasks.

  • Check for understanding and invite feedback.

• Competence Support (Structure):

  • Provide feedback on performance.

  • Cater to different learning styles (e.g., demonstrations).

  • Reward effort as well as outcomes.

• Relatedness Support:

  • Make time for team members, listen to ideas.

  • Foster enthusiasm and peer collaboration.

Need Thwarting

• Actions that undermine psychological needs include:

  • Thwarting Autonomy: Removing choices, pushing decisions.

  • Thwarting Competence: Negative feedback and overly critical behavior.

  • Thwarting Relatedness: Ignoring team inputs or dismissing ideas.

Measurement of Constructs in SDT

• Multidimensional Work Motivation Scale (MWMS) developed to assess motivation types across various countries and languages.

• Constructs measured include autonomy, competence, relatedness which correlate with work outcomes; e.g., well-being, commitment.

Equity Theory of Motivation

• Core Concept: Motivation is impacted by perceptions of fairness in input/output ratios compared to others.

• Inputs: Investments like effort, skill, time, integrity.

• Outcomes: Pay, recognition, benefits.

• Equity vs. Inequity: Equity leads to positive motivation; inequity generates tension and motivates change.

Responses to Perceived Inequity

• Actions may include:

  • Reducing inputs (e.g., decreased effort).

  • Seeking to change outcomes (e.g., demanding a raise).

  • Distorting perceptions to feel less inequitable.

  • Choosing different comparison targets or leaving the situation.

Organizational Justice and Equity Theory

• Distributive Justice: Fairness in outcomes and rewards.

• Procedural Justice: Fairness in process; more significantly influences commitment and trust.

Expectancy Theory (Vroom)

• Motivation is driven by three components:

  • Expectancy: Belief that effort will lead to performance.

  • Instrumentality: Belief performance leads to outcomes.

  • Valence: Value placed on outcomes.

• Motivation Formula: M = E imes I imes V (where M = motivation, E = expectancy, I = instrumentality, V = valence).

Goal-Setting Theory (Locke)

• Effective goals should be SMART: Specific, Measurable, Achievable, Relevant, Time-bound.

• Goals impact direction, intensity, and persistence of effort, influencing overall performance.

• Self-efficacy: Confidence in one's capabilities enhances goal attainment.

Job Characteristics Theory (Hackman & Oldham)

• Five core dimensions affect motivation:

  • Skill Variety: Range of different skills required.

  • Task Identity: Completing identifiable work.

  • Task Significance: Impact of the job on others.

  • Autonomy: Freedom in how to perform the job.

  • Feedback: Clarity on performance effectiveness.

• Motivation potential formula: MPS = (Skill Variety + Task Identity + Task Significance) / 3 imes Autonomy imes Feedback

• Moderators: Personal knowledge, growth need strength, and satisfaction.

General Overview of Selected Work Motivation Theories

• Needs Theory (Maslow): Lacks strong empirical support.

• Expectancy Theory: Moderate to high validity.

• Equity Theory: Major emphasis on perceptions of inequity.

• Goal-setting Theory: Well-supported by empirical evidence.

• SDT: High validity in exploring intrinsic motivation.

Synthesis of Work Motivation Theories

• Theories can synergize rather than compete; points of motivational concern can guide interventions.

• Filling gaps in motivational perceptions (equity, expectancy, goals, basic psychological needs).