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Motivation (definition)

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Motivation (definition) those psychological processes that cause the arousal, the direction, and the persistence of voluntary actions that are – PowerPoint PPT presentation

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Title: Motivation (definition)


1
Motivation (definition)
  • those psychological processes that cause
  • the arousal,
  • the direction, and
  • the persistence
  • of voluntary actions that are
  • goal directed.

2
Motivation Theories
  • Need Theories
  • Herzberg Two-Factor Theory
  • Cognitive Process
  • Theories
  • Behavioral Theory
  • Job Characteristics
  • Model

3
Need (or Content) Theories
  • Maslows Hierarchy of Needs
  • Alderfers ERG Theory
  • McClellands Achievement Motivation Theory

4
Maslows theory
  • A Deprivation Theory
  • An Orderly Hierarchy
  • No Retreat
  • Made in America

5
Alderfers ERG Theory
  • Existence
  • Relatedness
  • Growth
  • Deprivation Theory
  • Person can descend hierarchy
  • Satisfaction-Progression
  • Frustration-Regression

6
Herzbergs Two-Factor Theory
  • Satisfiers
  • Dissatisfiers

7
McClellands Theory
  • Achievement
  • Power
  • socialized
  • personalized
  • Affiliation
  • Individually Unique
  • A Profile of Needs
  • Socially Acquired

8
Content Theories of Motivation
AlderfersERG Theory
MaslowsNeed Hierarchy
Herzbergs Theory
McClellands Learned Needs
Self- Actualization
Growth
Motivators
Need for Achievement
Esteem
Need for Power
Hygienes
Belongingness
Relatedness
Need for Affiliation
Safety
Existence
Physiological
9
Process theories
  • Equity Theory
  • Expectancy Theory
  • Goal Setting

10
Expectancy Theory of Motivation
Outcome 1 or -
Outcome 2 or -
Outcome 3 or -
11
Expectancy Theory
  • Expectancy Terms
  • Probability
  • Expectancy
  • Instrumentality
  • Valence
  • Effort to Performance
  • Performance to Outcome

12
Expectancy Issues
  • Multiple outcomes are likely
  • Perception of outcome values determine choice
  • It is a multiplicative model (zero is
    significant)
  • Blockages possible from individual and
    organization

13
Expectancy Theory in Practice
  • Increasing the E-to-P expectancy
  • training, selection, resources, clarify roles,
    provide coaching and feedback
  • Increasing the P-to-O expectancy
  • Measure performance accurately, explain how
    rewards are based on past performance
  • Increasing outcome valences
  • Use valued rewards, individualize rewards,
    minimize countervalent outcomes

14
Equity theory
  • I/O I/O

15
Equity theoryAn exchange theory
  • Equity Terms
  • Individual
  • Referent Other (comparison)
  • Ratio
  • Inputs
  • Outcomes

16
Responses to Inequity
  • Change Inputs
  • Change Outcomes
  • Cognitively Distort own I/O
  • Withdraw
  • Acting on Other
  • Change Referent (comparison) Other

17
Effective Goal Setting
18
Effect of Goal Difficulty on Performance
High
Area of Optimal Goal Difficulty
Task Performance
Low
Moderate
Challenging
Impossible
Goal Difficulty
19
Rewards are typically based on
  • Membership Seniority
  • Job Status
  • Internal External equity
  • Competency
  • Skill-based pay
  • Task Performance

20
Performance-Based Rewards
  • Individual
  • - piece rate - commissions
  • - merit pay - bonuses
  • Team
  • - gainsharing - bonuses
  • Organizational
  • - profit sharing
  • - ESOP (employee owned)

21
The Trouble with Rewards
  • Rewards Punish
  • Rewards rupture relationships
  • Rewards ignore reasons
  • Rewards discourage risk-taking
  • Rewards undermine intrinsic motivation

22
Therefore.
  • Measure Performance Carefully
  • Ensure that Rewards are Relevant
  • Use Team Rewards
  • Ensure that rewards are valued
  • Watch for unintended consequences

23
Job Characteristics Model
Critical Psychological States
Core Job Characteristics
Outcomes
Work motivation Growth satisfaction General sati
sfaction Work effectiveness
24
Examples of Job Re-Design
  • Job Rotation
  • Job Enlargement
  • Job Enrichment

25
Reasons for Job Rotation
  • Increases motivation through skill variety
  • Fewer repetitive strain injuries
  • Creates multi-skilled work force

26
Job Enrichment Strategies
  • Empowering employees
  • giving employees more autonomy
  • feeling of control and self-efficacy
  • Forming natural work units
  • completing an entire task
  • assigning employees to specific clients
  • Establishing client relationships
  • employees put in direct contact with clients

27
Obstacles to Job Design
  • Difficult to accurately measure job
    characteristics
  • More team than individual job design
  • Resistance to change
  • Problem finding optimal level of enrichment and
    specialization

28
Elements of Self-Leadership
Personal Goal Setting
29
Albert Elliss Fallacies bad self-talk
  • Fallacy of Perfection
  • Fallacy of Approval
  • Fallacy of Should
  • Fallacy of Overgeneralization
  • Fallacy of Causation
  • Fallacy of Helplessness
  • Fallacy of Catastrophic Expectations
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