Transcript Motivation - Ed W. Clark High School

MOTIVATION
• Motivation: Need or desire that energizes and directs
behavior
Four Perspectives
• Instinct theory – basic drives help ensure reproduction
• Drive reduction theory (reduce arousal) – our needs
create a “tension” that drives us to fulfill them
(Homeostasis). Rewards and punishments give us
incentive.
• Optimum arousal – organisms are motivated to achieve
an optimum level of arousal. We look for stimulating
environments – helps explain why people do crazy stuff
• Maslow’s Hierarchy – certain needs have priority over
others. When those basic needs are met, we move on to
others
Reflections on Maslow
• 100 % of needs do not necessarily need to be met before
moving on to another level
• 85% - physiological
• 70% - safety
• 50% - belongingness and love
• First real step towards a comprehensive theory of
motivation
• Criticisms
• People often neglect their basic biological needs for more social needs
• Cross-cultural needs: individualistic vs. collectivist cultures see needs
differently
Hunger
• Stomach contractions
• Glucose level
• Hypothalamus
• Set Point
• Psychological reasons
• Amnesia patients (memory)
• Seeing others eat
• Time of day
Biological Drives-Hunger
Why do we become hungry?…We don’t only eat to survive…some eat
even though they are full, some do not eat even when they need
nourishment.
Internal Cues
• Glucostatic Theory of Hunger: As glucose levels
drop in the blood, hunger signals are initiated.
Insulin works the opposite way (high=hunger)
• Set Point Theory of Hunger and Weight: idea that
the body tries to maintain a set weight
• Fat Cell: Fixed number throughout life
• Metabolism: genetic range for individuals
• Brain Messages
• Ventromedial Hypothalamus: when stimulated, it signals
satiety (fullness)
• Lateral Hypothalamus: when stimulated, it signals hunger
External Cues
• Seeing others eat, watching a pizza commercial (stimulus
cues), time of day, memory of when last meal was eaten
• Taste Preferences – some basic taste preferences are
genetic, others are culturally influenced
• Cost/Benefit
• Bugs – Time consuming
• Cows – Pop. Explosion. Need land for farms.
• Pigs – need lots of shade, water; waste of resources
• Eating disorders
• Genetics has a role, but culture is a major factor
• More common among women and in cultures concerned with
weight
THE NEED TO BELONG
• A motivation to form and maintain
enduring, close personal relationships.
Belongingness
1.
2.
3.
4.
5.
Wanting to Belong: The need to belong colors our thinking
and emotions.
Social Acceptance: A sense of belonging with others
increases our self-esteem. Social segregation decreases it.
Maintaining Relationships: We resist breaking social
bonds, even bad ones.
Ostracism: Social exclusion leads to demoralization,
depression, and at times nasty behavior. Literally makes
people feel cold.
Fortifying Health: People who tend to have close friends
are happier and healthier. Married people are less at risk
for depression, suicide, and early death than are
unattached people.
Industrial-Organizational (I/O) Psychology
Applies psychological principles to the workplace.
1.
Personnel Psychology: Studies the principles of selecting
and evaluating workers.
2.
Organizational Psychology: Studies how work
environments and management styles influence worker
motivation, satisfaction, and productivity.
Motivation at Work
The healthy life, said Sigmund Freud,
is filled by love and work.
Culver Pictures
Attitudes Towards Work
People have different attitudes toward work:
1.
2.
3.
Job: Necessary way to make money.
Career: Opportunity to advance from one position to
another.
Calling: a fulfilling and socially useful activity.
Flow & Rewards
Flow is the experience between no work and a lot of
work. Flow marks immersion into one’s work.
People who “flow” in their work (artists, dancers, composers
etc.) are driven less by extrinsic rewards (money, praise,
promotion) and more by intrinsic rewards.
Work and Satisfaction
In industrialized countries work and
satisfaction go hand-in-hand.
Interviews & Performance
Interviewers are confident in their ability to
predict long-term job performance. However,
informal interviews are less informative than
standardized tests.
The Interviewer Illusion
Interviewers often overrate their discernment.
1.
2.
3.
4.
Intention vs. Habits: Intentions matter, but long-lasting
habits matter even more.
Successful Employees: Interviewers are more likely to
follow the careers of those employees who became
successful.
Presumptions about Candidates: Interviewers presume
(wrongly) that what we see (candidate) is what we get.
Preconceptions: An interviewer’s prior knowledge about
the candidate may affect their judgment.
Extrinsic vs. Intrinsic Motivation
• Extrinsic Motivation: A desire to perform a
behavior because of promised reward or threats
of punishments.
• Intrinsic Motivation: A desire to perform a
behavior for its own sake and to be effective.
• Examples?
Overjustification
• The overjustification effect is the idea that if we give
extrinsic rewards or motivators for things that people
already love to do, and would do without a reinforcer,
eventually the person’s intrinsic motivation will be
replaced by that extrinsic motivation.
• It puts a price on something that was once priceless
• Ex: Professional athletes, musicians
Achievement Motivation
 Achievement Motivation
 a desire for significant
accomplishment
 for mastery of things,
people, or ideas
 for attaining a high standard
 Self-discipline is a better predictor of
school performance and graduation
honors than intelligence scores
nAch
• Need for achievement (nAch): a social need that directs a
person to constantly strive for excellence
• High nAch:
Low nAch
- Set challenging, but attainable goals
- Present and future successes
- Willing to take risks
- Persist after failure
•
•
•
•
•
•
- choose easy tasks
- want to minimize
risk of failure
Achievement motivation appears to be learned
Parents: Encourage difficult tasks
Praise and give appropriate rewards for success
Provide strategies for success
Encourage new challenges
Culture: Collectivist vs. Individualist societies
Satisfaction & Engagement
Harter et al., (2002) observed that employee
engagement means that the worker:
1. Knows what is expected
of them
2. Feels the need to work.
3. Feels fulfilled at work.
4. Has opportunities to do
their best.
5. Thinks they are part of
something significant.
6. Has opportunities to
Engaged workers are more productive
learn and develop.
than non-engaged workers at different
storesof the same chain.
Leadership
Different organizational demands need different
kinds of leaders. Leadership varies from a bossfocused style to a democratic style.
 Task Leadership
 goal-oriented leadership that
sets standards, organizes work,
and focuses attention on goals
 Social Leadership
 group-oriented leadership that builds teamwork,
mediates conflict, and offers support