Topic: Motivation

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Topic Motivation
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Motivation Many approaches

• Individual needs (Maslowhierarchy of needs
  Aldefer--ERG McClellandnaff npow nach)
• By the job Job design (job enlargement job
  rotation job enrichment)
• By thinking Cognition
• By training Reinforcement
• All of these require thinking about rewards...

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Cognition
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Cognition

• Equity Theory (a social comparisons theory)
• I0 compared O0
• II with OI

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Motivation to reduce Tension
Perceived Inequity
Psychological Tension
Behavior
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Methods of restoring equity

• Cognitively distort inputs (self/other)
• Cognitively distort outcomes (self/other)
• Alter inputs (self/other)
• Alter outcomes (self/other)
• Change referent
• Leave

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Criticisms

• Difficult to predict which method will be used to
  reduce inequity
• Difficult to predict which referent used
• Manager may not control outcomes employees
  perceptions

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So what can managers do

• How outcomes are determined matters
• Procedural fairness
• Interactional fairness

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So what can managers do

• Procedural fairness
• Interactional fairness

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Cognition

• Expectancy Theory

M (E P) x (P O) x V
E to P expectancy P to O instrumentality V
valence (value attractiveness or utility)
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Cognition

• Expectancy Theory

M (E P) x (P O) x V
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Cognition

• Expectancy Theory

M (E P) x (P O) x V
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Cognition

• Expectancy Theory
• 3 questions
• How likely is it that I can do this
• How likely is it that X happens if I do
• How good or bad is that

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Cognition

• Expectancy Theory

M (E P) x (P O) x V
Rewards
HR issues Recruiting Selection Training Goal
setting
Trust
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Cognition

• Expectancy Theory
• Multiplicative
• Multiple outcomes
• Predicts motivation (EFFORT not performance)
• Individual determines value of outcome
• Competing against other activities
• Resource allocation process

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Goal setting works...

• Combines many motivation angles
• Make them
• specific (time targets measurements)
• difficult (stretch targets) but...
• attainable (expectancy theory)
• participative (must accept goal)
• prioritize and then
• provide feedback
• create explicit valent rewards

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Criticisms

• Can be complicated
• Difficult to quantify goals for more complex jobs
• Individuals may set low goals so they are
  exceeded (look good obtain rewards)
• Focus on goalsmay neglect other duties
• May be used to monitor rather than motivate
  employees

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Rewards

• Using expectancy theory (EP PO V)
• What do people value/want (money recognition
  development autonomy)
• How can you tie that to performance
• Performance is a strategic decision. Whats our
  focus Quality Price Speed
• What gets measured gets done
• What gets rewarded gets done. (The folly of
  rewarding A while hoping for B.)

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Types of Rewards

• Monetary
• Bonuses
• Commissions
• Non-monetary
• Recognition
• Prizes

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A word about recognition

• Praise and gratitude are
• inexpensive
• under your control
• powerful

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Other Non-monetary Rewards

• Some advantages
• Memory value
• Trophy value
• Flexibility
• whats rewarded
• defined time period
• re-evaluation
• Cash cost more offers less leverage
• must consider after tax value

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Training Rewards and Reinforcement
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Reinforcement

• Positive
• Negative
• Reinforcement increases behavior
• Extinction
• Punishment
• Decrease behavior

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Reinforcement

• Positive B followed by a () C
• B more likely to occur
• Negative B ongoing (-) C stops ((-) C removed)
• B more likely to occur
• Extinction B followed by nothing (previous () C
  removed)
• B less likely to occur
• Punishment B followed by a (-) C
• B less likely to occur
• B behavior
• C consequence or event which can be desirable
  () or undesirable (-) (determined by person)

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Reinforcement

• Positive B followed by a () C
• B more likely to occur
• Negative B ongoing (-) C stops ((-) C removed)
• B more likely to occur
• Extinction B followed by nothing (previous () C
  removed)
• B less likely to occur
• Punishment B followed by a (-) C
• B less likely to occur
• Use Reinforcement with GOOD BEHAVIOR
• Punishment or extinction with BAD BEHAVIOR

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How do you tell what it is(and therefore how to
deal with it)

• 2 Questions
• Is the behavior increasing or decreasing
• Is something applied or removed

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Guidelines for Positive Reinforcement

• Be specific about behavior rewarded
• Reward contingent on performance
• Reward ASAP after behavior
• Reward proportional to behavior
• Individualize rewards
• Be consistent
• Be sincere
• Vary the reinforcement

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Some final reinforcement tips

• Variable schedules work better
• But continuous for learning a new behavior
• Try positive rewards first. But...
• Use punishment appropriately (see next)

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Punishment problems

• Behavior suppressednot necessarily abolished
• Learn what NOT to do not what to do
• Person who administers punishment may be view
  negatively by others
• Punishment may increase tension in workgroup
• Although subordinates may be frustrated if
  supervisor doesnt punish behavior
• Punishment may be offset by reinforcement from
  other sources.

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Guidelines for Punishment

• Clearly identify undesirable behavior being
  punished
• Tell individual what the right behavior is
• Make punishment contingent on undesirable
  behavior
• Punish behavior ASAP
• Punish in private
• Make proportional to behavior
• Be consistent

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How do the various approaches to motivation fit
the 6 strong workplace questions

• Do I know what is expected of me at work
• Do I have the materials and equipment I need to
  do my work right
• Do I have the opportunity to do what I do best
  every day
• In the last 7 days have I received recognition
  or praise for good work
• Does my supervisor or someone at work seem to
  care about me as a person
• Is there someone at work who encourages my
  development