Motivation

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Motivation
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Diagnosis of Behavioral Problems
Define Expected or Desired Behavior
Described Actual Behavior Patterns
GAP What change in behavior is desired? Why
does the gap exist?
Role Expectations
Motivation
Resources
Skills/ Abilities/ Knowledge/ Traits
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What is Motivation?
Direction of Effort
Persistence of Effort
Initiation of Effort
Motivation
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The Motivation Equation
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Effort and Performance
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Employee Performance Model
Role Perceptions
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Need Satisfaction

• Needs
• physical or psychological requirements
• must be met to ensure survival and well being
• Unmet needs motivate people
• Approaches
• Maslows Hierarchy of Needs
• Alderfers ERG Theory
• McClellands Learned Needs Theory

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Maslows Hierarchy of Needs
Higher order needs
Lower order needs
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Sources of Motivational Needs

• What needs motivate different people?
• Origins
• Needs, drives, reinforcement through feedback
  processes

What needs motivate you?
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What is self concept-based motivation?

• Self concept constellation of traits,
  competencies, values, etc. (TCVs) that make up
  ones sense of self
• Perceived self concept what we believe our
  selves are
• Ideal self concept what we would like our
  selves to be
• High vs. low self concept is referring to level
  of perceived self compared to ideal self

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Perceived vs. Ideal Self Concepts
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How does the self concept develop?

• Reinforcement Processes
• Internal self concept consistent and
  unconditional feedback develops internal
  standards
• External self concept inconsistent and
  conditional feedback makes us dependent on
  external sources (i.e., other people)

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The role of feedback Internally vs. Externally
Motivated

• Internals rely more on direct feedback from own
  performance to provide information about the self
  (task feedback)
• Externals rely more of feedback from others to
  provide information about the self (social
  feedback)

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Sources of Motivational Needs
What rewards motivate you?
Extrinsic Rewards
Intrinsic Rewards
Pew Charitable Trust Report on Generation Next or
Y or Millennials
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Five sources of motivation

• Intrinsic process Motivated by engaging in
  activities that are considered fun or give
  pleasure
• Instrumental Motivated by the expectation that
  certain valued outcomes (e.g., money, praise,
  promotion, etc.) are contingent on behaviors

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Five sources of motivation

• External self concept-based Motivated to the
  extent that others provide feedback that
  reinforces or enhances ones perceived self
• Gain acceptance from others
• Gain status from others

Individual continually strives based on feedback
from others that he/she is accepted and has
status among them
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Five sources of motivation

• Internal self concept-based Motivated to the
  extent that performance of behaviors provides
  direct feedback that satisfies ones internal
  standards
• Performance reinforces competencies
• Performance reinforces increasingly higher levels
  of competencies

Individual continually strives based on feedback
from task performance that reinforces competencies
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Five sources of motivation

• Goal identification Motivated to the extent
  that ones values are congruent with those of the
  organization
• Individuals who are goal identified will work
  towards goals of the organization that are
  supported by congruent values
• Example Habitat for Humanity volunteer has
  value of helping others become self sufficient,
  which is congruent with that of the organization

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Motivating By Understanding Peoples Needs

• Ask people what their needs are
• Satisfy lower-order needs first
• Expect peoples needs to change
• Satisfy higher order needs by looking for ways to
  allow employees to develop self concepts and
  align individual goals to the organization
  (engagement)

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Equity Are Rewards Fair?

• Employees consider their contributions and
  rewards (inputs and outcomes) and compare these
  to other employees who are similar to them

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Inequity

• When a persons O/I ratio differs from their
  referents O/I ratio
• Under-reward
• referents O/I ratio is greater than yours
• experience anger or frustration
• Over-reward
• referents O/I ratio is less than yours
• experience guilt

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How People React to Perceived Inequity

• Reduce inputs
• Increase outcomes
• Rationalize inputs or outcomes
• Change the referent
• Leave

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What are you likely to do if you feel like you
are not being rewarded fairly compared to other
employees who bring similar contributions to work?

• Cut back on my efforts
• Ask my boss for more rewards
• Make excuses for why others are getting more
  rewards than you
• Leave the job.

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Restoring Equity
Perceived Equity/Inequity
Performance
Perceived Equity/Inequity
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Motivating Using Equity Theory

• People are not similar on their sensitivity to
  equity
• Equity sensitives
• Benevolents
• Entitleds
• Look for and correct major inequities in how
  people are treated
• Educate employees on the level of inputs required
  to receive the outcomes they desire
• Make sure decision-making processes are fair
• Distributive justice fair outcomes are
  distributed
• Procedural justice fair process for deciding
  how outcomes are distributed
• Interactional justice employee receive fair
  interpersonal treatment

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Expectancy Theory

• Major Factors of Motivation
• Expectancythe belief that effort (input) will
  result in a certain level of performance
  (probability from 0 to 1.0)
• Instrumentalitythe belief that performance
  results in the attainment of outcomes
  (probability from 0 to 1.0)
• Valencehow desirable each of the available
  outcomes from the job is to a person (positive,
  neutral, or negative)

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Expectancy, Instrumentality, and Valence
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Expectancy Theory
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Expectancy Model in Action
First-level Outcomes
Second-level Outcomes
Self-confidence
Effort Attend class Study Take notes Prepare
for exams
PerformanceGrade in Class A B C D F
Self-esteem
Personal happiness
Overall GPA
Expectancy
Approval of others
Instrumentality
Respect of others
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According to Expectancy Theory, which person will
have the highest level of motivation?

• Jane believes that hard effort will lead to high
  performance ratings to obtain a promotion to team
  leader in the next few months, but she is not
  that interested in a promotion because she does
  not think shell be a good manager
• Sam believes that hard effort will make him a
  good financial analyst and that being a good
  financial analyst will get him a higher salary,
  which he needs to pay off student loans
• Maria doesnt believe that she has to work very
  hard to get good customer satisfaction ratings,
  which are necessary to obtain a bonus. She wants
  the bonus to buy a new BMW convertible that she
  has wanted for years
• David believes that hard work will be recognized
  by his boss, but that his boss will not give him
  the flexible schedule David needs in order to
  help take care of his two pre-schoolers while his
  wife works

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Restoring Equity
Perceived Equity/Inequity
Instrumentality
Performance
Expectancy
Perceived Equity/Inequity
Instrumentality
Valence
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Motivating Using Expectancy Theory

• Systematically gather information to find out
  what employees want from their jobs
• Clearly link rewards to individual performance
• Empower employees to make decisions which enhance
  expectancy perceptions