Motivation: Why we do things and why we don

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Motivation Why we do things and why we dont?

• Dr. David De Cremer

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Definition

• Performance
• Importance to Self
• The process of arousing, directing and
  maintaining behavior toward a goal
• Arousal drive/energy behind actions
• Direction choice of behavior
• Maintenance peoples persistence

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Overview

• Types of motivation Intrinsic-extrinsic
• Importance of human needs
• Expectancy theory
• Fairness Equity/Procedural fairness
• Goal-setting theory
• Leadership Charisma

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Intrinsic-extrinsic motivation

• Why do we engage in activities?
• Intrinsic enjoyment of engaging in the activity
  itself (an end in itself)
• Extrinsic focus on rewards (means to an end)
• Self-determination theory (Deci Ryan, 2000)
  autonomy, competence and relatedness
• To express oneself by means of need fulfillment
  ( self-determination)

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Intrinsic-extrinsic (continued)

• Psychological needs specific innate
  psychological nutriments that are essential for
  ongoing psychological growth, integrity and
  well-being.
• Adaptation to environment (performance)
• Fulfillment of these needs will enhance intrinsic
  motivation

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Autonomy

• Freedom of choice, action is self-determined
• Most important one (Deci Ryan)
• Study on REWARDS (threats with noice,
  surveillance, autonomous supported teachers)
• Rewards undermine intrinsic motivation
• However, less so if rewards are non-task
  contingent
• Overjustification effect

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Competence

• The drive of being effective
• Positive feedback enhances intrinsic motivation
  and negative feedback undermines it (if
  individuals feel responsible for the outcome)
• Autonomy and competence work together to explain
  many results

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Relatedness (need to belong)

• Intrinsic motivation more likely in contexts of
  secure relatedness (groups to survive)
• Experiment (De Cremer, UM, 2001)
• Performance context social dilemma
• Conflict personal and groups interest
  (contribute or not)
• I.V. Respect and standing within the group
• Matter of inclusiveness

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Intrinsic-extrinsic motivation

• Cognitive effect If you do A then you can do B
  (preference activity)
• How to enhance intrinsic motivation?
• Role model as source of intrinsic motivation
  (e.g. piano teacher)
• Challenge, curiosity, feelings of control
• Fulfillment of needs

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Expectancy Theory

• The role of expectations concerning success (e.g.
  good grades)
• When do you put a lot of efforts in?
• Expectancy theory asserts that people are
  motivated to exert effort if the belief exists
  that this will help to achieve desirable
  outcomes.
• People as rational being
• Expectancy outcome is attainable by effort
  (training required)
• Value the meaning of the reward/outcome (e.g.
  money, vacation, cafetaria benefits)

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Expectancy theory (continued)

• Group level social loafing/free-riding
• Reason for low/high productivity
• Individuals expected to put effort in
• If they value the behavior or the outcome (effect
  GROUP IDENTIFICATION)
• If a contingency between behavior and outcome is
  perceived (effect SELF-EFFICACY)
• Two experimental studies (De Cremer, 1999, 2001)

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Experimental studies

• Experiment 1 Effect group identification
• Consequence self-interest and groups interest
  are interchangeable (self-categorization
  processes)
• Goal-transformation hypothesis
• Test particularly for those with a pro-self
  orientation or goal (social value orientations
  De Cremer van Lange, 2001)
• Support for the value-assumption

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Experimental studies

• Experiment 2 effect self-efficacy and group
  identification
• Support for the expectancy-assumption
• Value and expectancy are two independent
  components and need both to be fulfilled to
  reveal optimal performance

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Fairness Equity

• Review fairness concerns are pervasive
• Equity concerns people compare themselves to
  others by focusing on outcomes (pay, prestige)
  and inputs (time worked, effort)
• I other/O own vs. I other/ O other
• 3 different states overpayment, underpayment
  equitable payment
• Emotional consequences injusticenegative
  emotional state Specific behaviors

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Fairness (continued)

• How to restore inequity (actions)?
• People turn inequitable outcomes into equitable
  (stealing, less effort etc.)
• E.g. basketball, temporary pay cut
• Cognitive altering thinking about own and
  others outcomes
• Procedural fairness procedures used to determine
  outcomes
• Promotes OCB, commitment and performance
• Self-interest and Relational interest (Lind)

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Goal-setting theory

• Focus on why individuals with similar qualities
  may perform differently?
• Depends on PERFORMANCE GOALS
• 1. Assign specific goals (self-efficacy)
• 2. Use difficult, but attainable goals
• 3. Provide feedback
• Goal-setting facilitates self-regulation
  (provides a path toward the desired outcome)

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Leadership charisma

• Is about exerting influence!
• Top 10 sayings of ineffective leaders
• 10. We dont do it that way around here
• 9. I dont care what they told you in that
  training class, this is the real world
  (self-efficacy)
• 8. Drop what you are doing and get this to me as
  soon as possible
• 7. Dont worry about WHY, just do it!
• 6. Dont let me influence your decisions, but
  heres my opinion
• 5. I want you to take risks, but remember our
  motto DO it right the first time
• 4. Youre planning to work this weekend arent
  you?
• 3. You oughta, wanta do this.
• 2. We need teamwork. By the way, Ill be doing
  your individual rankings this weekend.
• 1. If and when I want your opinion, Ill give it
  to you.
• Autonomy, fairness, competence, self-efficacy are
  challenged

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Leadership (continued)

• Transformational leadership motivate people to
  go beyond their self-interest
• Charisma to appeal to group members motives,
  aspirations and preferences, articulation of a
  compelling vision. Provide a PATH
  (goal-setting)!!
• You can only lead others where you yourself are
  willing to go (Lachlan Mclean)
• Instill commitment and vision among employees

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Leadership (continued)

• Experiment (De Cremer, in press, UM)
• Self-sacrifice vs. benefiting
• Pro-selfs vs. pro-socials
• Transformation of motives
• Modeling behavior, path, trust, fairness
• www.leaderx.com (leadership skills)

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