Transcript LEARNING PRINCIPLES - University of Nevada, Las Vegas

MOTIVATION
MOTIVATION DEFINED

Willingness to exert high levels of effort to
reach organizational goals.
BASIC ASSUMPTIONS
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Everyone is motivated
 Key?
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Two types of motivation
 Intrinsic
 Extrinsic
TYPES OF MOTIVATION
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Extrinsic Motivation:
 "What
gets rewarded gets done"
 Based on extrinsic/tangible rewards
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Intrinsic Motivation:
 "What
is rewarding gets done"
 Based on intrinsic/intangible rewards
Motivation Theories
Equity
 Reinforcement
 Expectancy Theory
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TODAY’S TOPIC
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Motivation
EQUITY THEORY
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People compare their
outcome/input ratio to
that of others
Conclusions
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Ratios are equal
(equity exists)
Ratios are unequal
(inequity exists)
RESPONSES TO EQUITY/INEQUITY
Equity: Maintenance
 Inequity:
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 Change
Inputs
 Change Outcomes
 Quit
Forms of Justice
REINFORCEMENT THEORY
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Behavior is a function
of consequences
Behavior that is
rewarded persists
To increase behavior
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Positive reinforcement
negative reinforcement
REINFORCEMENT THEORY
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To reduce behavior
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Extinction
Punishment
Immediacy is crucial
Implications?
REWARDING B
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WE HOPE FOR:
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Long-term growth
Setting challenging goals
Total Quality
Candor
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BUT WE
REWARD:
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Teamwork
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EXPECTANCY THEORY
People are motivated to do that which they
believe is possible and valuable
 Expectancy: Belief that you can perform
 Instrumentality: Belief that performance
will lead to an outcome
 Valence: Value of the outcome
EXPECTANCY THEORY
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According to expectancy theory, what must
managers do to motivate their employees?
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Effective Rewards &
Incentive Systems:
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HERZBERG
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Movement vs. Motivation
KITA
What’s wrong with KITA? With movement?
TYPES OF MOTIVATION

Extrinsic Motivation:
 "What
gets rewarded gets done"
 Based on extrinsic/tangible rewards

Intrinsic Motivation:
 "What
is rewarding gets done"
 Based on intrinsic/intangible rewards
Job design
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Job enrichment (Herzberg)
 Hygienes
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Dissatisfied
(salary, relationships, setting...)
Motivators (responsibility,
achievement, recognition…)
Neutral
Motivated
Job Characteristics Model
Core Job
Dimensions
Skill Variety
Task Identity
Task Significance
Critical Psychological States
Experienced
Meaningfulness
of Work
Autonomy
Experienced
Responsibility for
Outcomes of Work
Feedback
Knowledge of
Actual Results of
Work Activities
Personal &
Work
Outcomes
High Internal
Work Motivation
High-quality
Work Performance
High Satisfaction
with Work
Low Absenteeism
& Turnover
IMPLEMENTING
CONCEPTS
CORE JOB
DIMENSIONS
Combining Tasks
Skill Variety
Forming Natural
Work Units
Task Identity
CRITICAL
PSYCHOLOGICAL
STATES
Experienced
Meaningfulness
PERSONAL
WORK
OUTCOMES
High Internal
Work Motivation
Task Significance
Establishing
Client
Relationships
Autonomy
Experienced
Responsibility
for Outcomes
of Work
High Satisfaction
with the Work
Vertical Loading
Opening Feedback
Channels
High Quality
Work Performance
Feedback
Knowledge of the
Actual Results of
Work activities
- STRENGTH OF EMPLOYEE’S
GROWTH NEEDS
- KNOWLEDGE & SKILLS
- CONTEXT SATISFACTION
Low Absenteeism
and turnover
Intrinsic Motivation:
From Theory to Application
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Provide Intrinsic Rewards
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Survey of 1,500 employees found that recognition is the most
powerful workplace motivator
Build intrinsic motivators into employee’s jobs
Employee Participation and Empowerment