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Motivation & People - Coggle Diagram

- - - - Work effort is a function of the outcomes' perceived desirability & their expectancies
      - Individual acts by summing up the values of all outcomes, each outcome weighted by its probability of occurrence.
    - - OB Mod
        
        Reinforcement/punishment strategies to change behaviors
        
        Apply the strategies following reinforcement schedules
        
        Determine the behaviors' antecedents & consequences
        
        Assess the behavioral changes
        
        Baselines: desirable/undesirable behaviors
      - Types of Reinforcement
        
        Operant Extinction
        
        Remove/withhold a positive reinforcement
        
        Punishment
        
        Apply an aversive stimulus to reduce behavior's occurrence
        
        Negative
        
        Decrease behavior by removing aversive stimulus
        
        Positive
        
        Increase behavior by providing beneficial stimulus
      - Schedules of Reinforcement
        
        Fixed schedule
        
        Ratio schedule
        
        Variable schedule
        
        Interval schedule
        
        Combined schedule
        
        Fixed-interval
        
        Variable-interval
        
        Fixed-ratio
        
        Variable-ratio
    - - Ideas from Operant Conditioning theory with more recognition of goals & self-efficacy
    - - Despite vague goals in public organizations, stating clear goals can lead to beneficial results
      - Difficult & specific goals lead to higher performance than easy/vague/no goals
- - - - Variables that enter the bureaucrat's utility function
    - - Extrinsic vs. intrinsic rewards
    - - Material vs. solidary incentives
    - - Job aspects rated by large sample of employees
    - - Incentives for employee participation vs. for elites/controlling groups
    - - External incentive
    - - Specific vs. general incentives
    - - General motives/goals of officials
  - - - Attraction to public affairs
      - Commitment to the public interest
      - Self-sacrifice
      - Compassion
- - - - Measurement
        
        Peer Evaluations
        
        Intrinsic Motivation Scale
        
        Work Motivation Scale
        
        Job Motivation Scale
        
        Reward Expectancies
  - - - McClelland (1961)
        
        Need for achievement, power, & affiliation
      - Adams (1965)
        
        Need for equity
      - Herzberg's Two-Factor Theory (1968)
        
        Hygiene factors vs. Motivators
      - Maslow's Needs Hierarchy (1954)
        
        Physiological, safety, social, self-esteem, self-actualization
      - McGregor (1960)
        
        Theory X & Theory Y
- - - - Various procedures to link a person's pay to his performance
    - - Collaps many pay grades & steps into broader bands, enabling supervisors to move a person up quickly
    - - Group-based appraisals or appraisals by a member's peers
    - - One-time awards for excellent performance instances
    - - Share profits with organization members
    - - Sustained commitment to communicate & share decisions
    - - Enhance working environment efforts; focus directly on improving the quality of work processes & products
    - - Change jobs to enhance control & interest; give employees various tasks at the same skill level; and give employees more decision power on control tasks