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Ch. 4 Theories of Motivation - Coggle Diagram
Ch. 4 Theories of Motivation
What is Motivation?
LO1: Describe the 3 key elements of motivation
Intensity
: how hard you try
direction:
quality of effort
persistence:
how long maintain effort
theory x:
employees dislike work, must be forced to achieve goals
theory y:
employees like work and committed to objectives
intrinsic motivators:
internal desire
extrinsic motivators:
comes from outside a person like tangible rewards
level of motivation varies from person to person and can vary at different times
Needs Theories of Motivation
2 categories of motivation
process theories: helps understand ways to motivate others
needs theories: describe needs that must be met to motivate people
Maslow's Hierarchy of Needs Theory
hierarchy of needs:
5 needs, as each need is satisfied, the next need becomes more dominant
1. physiological:
bodily needs
2. safety:
security and protection from physical and emotional harm
3. social
: affection, friendship
4. esteem:
internal esteem factors like self respect and achievement, and external esteem factors like status and attention
5. self-actualization:
drive to realize capabilities
lower order needs:
needs satisfied externally
higher order needs:
needs satisfied internally
no evidence to support this theory
LO2: evaluate the applicability of early theories of motivation
Two-Factor Theory
: relates job satisfaction to intrinsic factors and dissatisfaction with extrinsic factors
opposite of satisfaction = no satisfaction
opposite of dissatisfaction = no dissatisfaction
hygiene factors:
company related factors, that if adequate, then people will not be satisfied or dissatisfied
not been well supported in research
assumes link between satisfaction and productivity
McClelland's Theory of Needs
: need for achievement, power, and affiliation, they all help explain motivation
need for achievement:
excel and succeed
need for power:
make others behave in ways the usually wouldnt
need for affiliation:
desire for interpersonal relationships
is supported by research
mixed empirical support, consistent with knowledge of individual differences
Summarizing Needs Theories
types of needs and importance vary by individual
Process Theories of Motivation
Expectancy Theory
: employees will be motivated to put effort in when:
1. expectancy:
effort leads to good performance
2. instrumentality:
good performance = rewards
3. valence:
rewards = satisfy employee goals
Performance-Rewards Relationship
instrumentality
Rewards-Personal Goals Relationship
valence
Expectancy Theory in the Workplace
most research supports the theory
The Importance of Providing Performance Feedback
people do better when they get feedback
self-generated feedback: employees can monitor own progress and is more powerful than externally generated feedback
effective feedback: employee perceives appraisal as fair, manager sincere, and climate constructive and can lead to positive response plus become more determined to correct deficiencies
LO3: Apply the key tenets of expectancy theory to motivating employees
Effort-Performance Relationship
expectancy
Goal-Setting Theory
: specific and difficult goals plus feedback = increased performance
LO4: Demonstrate the difference among goal-setting theory, self-efficacy theory, and reinforcement theory
How Does Goal Setting Motivate?
goals direct attention
goals regulate effort
goals increase persistence
goals encourage development of strategies and action plans
effective goals are SMART
Specific
Measurable
Attainable
Results-Oriented
Time bound
promotion focus:
striving for goals through advancement and accomplishment
prevention focus:
striving for goals by fulfilling duties and obligations
could be too effective so person may ignore learning aspect and solely focus on rewards
may fail to give up on goal even though it might be beneficial to do so
consistent with expectancy theory
management by objectives (MBO):
goals set by managers and employees, progress reviewed and rewards allocated
4 common ingredients:
goal specificity
participation in decision making
explicit time period
performance feedback
when MBO fails, it is usually due to:
unrealistic expectations
lack of commitment by top management
inability/unwillingness to allocate rewards based on goal accomplishment
Self-Efficacy Theory
: beliefs in abilities to execute behaviours
4 ways to increase self-efficacy:
1. enactive mastery:
gain experience with task or job
2. vicarious modelling:
increase confidence after seeing someone else doing task
3. verbal persuasion
: increase confidence cause someone convinces you that you have the skills
4. arousal:
getting psyched up can increase performance
goal setting theory and self-efficacy theory don't compete, they work together
associated with higher level of attention which led to increased task performance
Reinforcement Theory
: reinforcement conditions behaviour
Methods of Shaping Behaviour
positive reinforcement:
following a response with something pleasant
negative reinforcement:
following a response with termination or withdrawal of something unpleasant
punishment:
extinction:
eliminating any reinforcement that's maintaining a behaviour
Schedules of Reinforcement
continuous reinforcement:
reinforces behaviour every time its demonstrated
intermittent reinforcement:
reinforces behaviour often enough to make it worth repeating
fixed interval schedule:
reward given at fixed time intervals
variable interval schedule:
reward given at variable time intervals
fixed ratio:
reward given at fixed amounts of ouputs
variable ratio:
reward given at variable amounts of output
operant conditioning theory:
argues that people learn to behave to get something they want and avoid something they don't want
behaviourism:
behaviour that follows stimuli in an unthinking manor
Responses to the Rewards System
Self-Determination Theory:
theory of motivation concerned with beneficial effects of intrinsic motivation and harmful effects of extrinsic motivation
cognitive evaluation theory:
giving extrinsic rewards for work that was previously rewarded with intrinsic rewards tends to decrease persons motivation
Extrinsic vs. Intrinsic Rewards
extrinsic incentives undermines intrinsic motivation
self-concordance
: how strong someone's reasons to pursue goals are linked to their core values
people who pursue extrinsic goals are less likely to attain goals and be happy while they do it
people who lack of intrinsic motivation can still perform well but experience more strain
employees who feel like what they do is in their control are more motivated and committed
LO7: Apply the predictions of self-determination theory to intrinsic and extrinsic rewards
paying a person to do the same tasks they were volunteering to do leads to decreased motivation
Justin started a company cause he wants to be rich but due he gave up because he did not reach his goals and was unhappy with the business
Justin wants to get an 3.8 GPA but he doesnt like school so he finds it hard to study long hours and stop taking breaks
when Justin could make calls at work without Freddy's approval he felt more motivated and committed
Increasing Intrinsic Motivation
sense of choice: can select what to do and perform how they think they should
sense of competence: feeling of accomplishment
sense of meaningfulness: opportunity to pursue worthwhile tasks
sense of progress: feeling of accomplishment
leading for choice: empowering employees and delegating tasks
leading for competence: supporting and coaching employees
leading for meaningfulness: inspire employees and model desired behaviours
leading for progress: monitoring and rewarding employees
Motivation for Whom?
LO8: Discuss the ethics behind motivation theories
the use of motivation theories could be viewed as tools to improve employee productivity with little concern to the employees well being
managers should focus on making a better workplace
Job Engagement:
: investment of employees energy into job performance
higher levels engagement tied to task performance and citizenship behaviour
key factor to engagement is the degree to which employee believes it is meaningful to be engaged at work
another factor is employees match of values with org. values
leadership behaviours that inspire also increase engagement
engagement can lead to problems with family
engagement can also lead to burnout
Putting it All Together
LO9: Summarize the essence of what we know about motivating employees
recognize individual differences
use goals and feedback
allow employees to participate in decisions that affect them
when giving rewards, be theses rewards promote desired performance
check the system for equity: employees should be aware that rewards are linked to the inputs (skills, experience, etc.) they bring to the job