Transcript Lecture #15 -

Motivation
• Lecture #15
Haitian proverb:
• If work was really good, the rich would
have found a way to keep it to themselves
What Leads to Performance?
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Abilities
Organizational Support
Role Expectations
Effort
Satisfaction = Motivation
• Satisfaction: A person’s attitude or
happiness with a situation
• Motivation: A drive to perform
Satisfaction
• Results in increased commitment to the
organization which may or may not result in
increased performance.
• Increased commitment normally results in
lower absenteeism, turnover, etc.
Motivation
• Largely determined by the value of rewards
and their contingency on performance.
• An increase in motivation results in
increased effort which (hopefully) in turn
increases performance.
Satisfaction & Performance
• NO relationship between satisfaction and
performance (for people).
• A contented cow may give more milk, but a
happier worker is not necessarily a more
productive worker.
Review of Satisfaction Studies
• Over many studies, the correlation between
satisfaction and performance was found to
be .04
• On a scale of –1.0 to +1.0, .04 is essentially
zero
Theories of Motivation
• Content Theories: Focus on what arouses,
energizes, or starts behavior
• Process Theories: Focus on the choice
factor in motivation. Why people choose a
particular behavior to satisfy particular
needs
Verbal Shorthand
• “Motivate”
• We don’t motivate anyone
• We help create the conditions by which they
motivate themselves
Content Theories
• Maslow’s Hierarchy of Needs
• Alderfer’s ERG Theory
• McClelland’s Acquired Needs Theory
Maslow
Maslow
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Self Actualization
Ego, Status, Esteem
Social
Safety and Security
Physiological
Alderfer
• Existence
related to Maslow’s first two levels
• Relatedness
related to Maslow’s 3rd and 4th levels
• Growth : related to 4th & 5th levels
McClelland
• NAch: Need for Achievement
Maslow’s 4th & 5th
• NAff: Need for Affiliation
Maslow’s 3rd & 4th
• NPow: Need for Power
Process Theories
• Vroom’s VIE or Expectancy Theory
• Adams’ Equity Theory
• Skinner’s Reinforcement Theory
If you could see ANY music act
perform…
Vroom’s VIE or Expectancy
• Deals with choosing a behavior that leads to
attaining some reward
• Represents a “slow down” in our thought
process
Vroom
• Valence
• Instrumentality
• Expectancy
Valence
• Strength of a person’s preference for a
particular outcome or reward
Instrumentality
• Perceived relationship between performance
and rewards
• P
R
Expectancy
• Perceived relationship between effort and
performance
• E
P
Expectancy Theory
•E
P
R
Concert Seats Example
• Effort: Time spent in line. The more time
spent, the more effort exerted.
• Performance: Place in line. The closer to
the front of the line, the better the
performance.
Concert Seats Example
• Reward: Tickets for the concert. The closer
to the stage, the better the reward.
Adams’ Equity Theory
• Based on two premises:
• We compare ourselves to others
• If we don’t like the results of the
comparison, we take action
Adams’ Equity Theory
• What’d you get?
Adams’ Equity Theory
Self’s Outcomes
Other’s Outcomes
Self’s Inputs
Other’s Inputs
Adams’ Equity Theory
Self’s Pay
Other’s Pay
Self’s Effort
Other’s Effort
If Comparison is NOT in My
Favor…
• Increase my outcome
• Decrease my input
• Decrease other’s outcomes
• Increase other’s input
If Comparison is NOT in My
Favor…
• Change reference group or person
Skinner’s Reinforcement Theory
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Operant Conditioning
Reinforcement Theory
Skinner’s Theory
OB MOD (Organizational Behavior
Modification)
Reinforcement Theory
• Behavior is a function of its consequences
Reinforcement Theory
• Reward
• Punishment
Reinforcement Schedule
• Continuous Reinforcement
Each time a behavior occurs, the
reinforcement is given
• Good for learning new skills
Reinforcement Schedule
• Intermittent Reinforcement
• Interval (Time)
• Ratio (# of Behaviors)
Interval Schedule
• Fixed
Pay Days
Interval Schedule
• Variable
Promotion Schedule
Ratio Schedule
• Fixed
Sales Incentives
Ratio Schedule
• Variable
Recognition