Chapter 5: Employee Motivation

Learned Needs Theory

3 Needs can be learned, are amplified or suppressed through self-concept, social norms, and past experience. And strengthened through reinforcement, learning, and social conditions.

Motivation

Forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Maslow's Contributions to Needs

Holistic, Humanistic, Positive perspectives

Maslow's Needs Hierarchy Theory

Lowest unmet need is strongest, when satisfied, next higher need becomes primary motivator

Positive perspective

Self-actualization (growth needs), Foundation of positive OB

Behavior

What a person says or does

Consquences

What happens after behavior

Antecedents

What happens before behavior

Drive to defend

protect ourselves physically and socially

Prime movers of behavior

(drives that) activate emotions that put us in a state of readiness

Increasing E-to-P Expectancy

Hire, train, and match people to job requirements, Provide role clarity and sufficient resources, Provide behavioral modeling and coaching

Humanistic perspective

Influence of social dynamics, not just instinct

Increasing P-to-O Expectancy

Measure performance accurately, Explain how rewards are linked to performance, Explain how rewards are caused by past performance

Holistic perspective

Study multiple needs together

Punishment

when introduced, the frequency or probability of the behavior decreases

Need for achievement (nAch)

Want to accomplish reasonably challenging goals, Desire clear feedback, moderate risk tasks

Employee Engagement

Both emotional and cognitive motivation; Focused, intense, persistent, purposeful effort toward goals; High level of absorption (focus); High self-efficacy

Need for power (nPow)

Desire to control one's environment, Personalized versus socialized power

4 Drives Theory

Drive to Acquire, Drive to Comprehend, Drive to Bond, Drive to Defend

Increasing Outcome Valences

Ensure that rewards are valued, Individualize rewards, Minimize countervalent outcomes

Maslow's Needs

From basic to complex needs: Physiological > Safety > Love/Belonging > Esteem > Self-Actualization

Needs

Goal-directed forces that people experience. Goals formed by self-concept, social norms, and experience.

Drives

Hardwired brain activity (neural states) that energize individuals through generation of emotions to correct deficiencies and maintain equilibrium for primary needs

Behavior modeling

Observing and modeling behavior of others

Learning behavior outcomes

Observing consequences that others experience, Anticipate consequences in other situations

Four Drive Theory Implications

Provide a balanced opportunity for employees to fulfill all four drives > Employees continually seek fulfillment of drives > Keep fulfillment of all four drives in balance > Avoid conditions supporting one drive more than others

Need for affiliation (nAff)

Seek approval from others, conform to others' wishes, avoid conflict, Effective decision makers have low nAff

Self-regulation

We engage in intentional, purposeful action, We set goals, set standards, anticipate consequences, We reinforce our own behavior (self-reinforcement)

Motivated employees

are willing to exert a particular level of effort (intensity), for a certain amount of time (persistence), toward a particular goal (direction)

Extinction

behavior decreases when no consequence occurs

Expectancy Theory of Motivation

behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. Effort > Performance > Outcome

Drive to bond

form social relationships and develop mutual caring commitments with others

Drive to comprehend

satisfy our curiosity, know and understand ourselves and the environment

Drive to acquire

seek, acquire, control, retain objects or experiences

Positive reinforcement

when reinforcer (consequence) is introduced, the behavior is increased/maintained

Negative reinforcement

when this consequence is removed, behavior is increased/maintained