Module 19, Motivation M360, S.Walker MODULE 19 MOTIVATION MOTIVATION Human Needs “Treat others as you MODULE GUIDE 19.1 would like to be treated” z Maslow described a hierarchy of needs topped by self-actualization. • How do human needs z Alderfer’s ERG theory focuses on influence motivation to work? existence, relatedness, and growth needs. • How do thought processes z Herzberg’s two-factor theory focuses on and decisions affect higher-order need satisfaction. motivation to work? z McClelland identified acquired needs for • What role does reinforcement achievement, power, and affiliation. play in motivation? 1 2 MOTIVATION MOTIVATION Human Needs Human Needs zMotivation zMaslow’s Hierarchy of Needs zaccounts for the level, direction, and persistence of effort expended at work. zNeed zan unfulfilled physiological or psychological desire. 3 4 1 Module 19, Motivation M360, S.Walker MOTIVATION MOTIVATION Human Needs Human Needs zAlderfer’s ERG Theory zHerzberg’s Two-factor Theory zExistence Needs zHygiene Factor zare desires for physiological and material well- zis found in the job context, such as working being. Relatedness needs are desires for satis- conditions, interpersonal relations, organizational fying interpersonal relationships. policies, and salary. zRelatedness Needs zMotivator Factor zare desires for satisfying interpersonal relationships. zis found in job content, such as a sense of zGrowth Needs achievement, recognition, responsibility, advancement, or personal growth. zare desires for continued psychological growth and development. 5 6 MOTIVATION MOTIVATION Human Needs Thought Processes and Decisions MODULE GUIDE 19.2 zMcClelland’s Acquired Needs zNeed for Achievement z Equity theory explains how social zis the desire to do something better, to solve comparisons can motivate individual problems, or to master complex tasks. behavior. zNeed for Power z Expectancy theory considers motivation = zis the desire to control, influence, or be expectancy x instrumentality x valence responsible for other people. z Goal-setting theory says that well chosen zNeed for Affiliation and well set goals can be motivating. zIs the desire to establish and maintain good relations with other people. 7 8 2 Module 19, Motivation M360, S.Walker MOTIVATION MOTIVATION Thought Processes and Decisions Thought Processes and Decisions z Vroom’s Expectancy Theory motivation = expectancy x instrumentality x valence z Expectancy zAdams’ Equity Theory z a person’s belief that working hard will result in achieving a desired level of task performance zExplains how social comparisons can z Instrumentality z a person’s belief that successful performance will lead to rewards and motivate individual behavior other potential outcomes z Valence zAny perceived inequities will motivate us to z the value a person assigns to the possible rewards and other work- behave in a manner that will change them related outcomes. 9 10 MOTIVATION MOTIVATION Thought Processes and Decisions Thought Processes and Decisions Vroom’s Expectancy Theory z Locke’s Goal-setting Theory z emphasizes the motivational power of goals that are specific and challenging. MANAGEMENT TIPS • Set specific goals—avoid more generally stated ones, such as “Do your best.” • Set challenging goals—when realistic and attainable, they motivate better than easy ones. • Build commitment—people work harder for goals they accept and believe in. • Clarify priorities—expectations should be clear on which goals to pursue first. • Provide feedback—people need to know how well they are doing. • Reward results—don’t let accomplishments pass unnoticed. 11 12 3 Module 19, Motivation M360, S.Walker MOTIVATION MOTIVATION Reinforcement Reinforcement MODULE GUIDE 19.3 zThe law of effect states that behavior followed by a pleasant consequence z Operant conditioning influences behavior by is likely to be repeated; behavior controlling its consequences. followed by an unpleasant z Positive reinforcement connects desirable consequence is unlikely to be behavior with pleasant consequences. repeated. z Punishment connects undesirable behavior with unpleasant consequences. 13 14 MOTIVATION MOTIVATION Reinforcement Reinforcement Operant Conditioning – B. F. Skinner z Operant Conditioning – B. F. Skinner z Influences behavior by controlling its consequences z Positive reinforcement strengthens a behavior by making a desirable consequence contingent on its occurrence. z Negative reinforcement strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence. z Punishment discourages by making an unpleasant consequence contingent on its occurrence. z Extinction discourages a behavior by making the removal of a desirable consequence contingent on its occurrence. 15 16 4.