Human Resources CH 13 Motivation at Work

What do people really want?

- 60% of 50,000 workers polled specified flexible schedules as the single best important benefit an employer can offer - flextime allows employees to adjust the time and/or place for completing their work - family friendly policies - flextime, telecommuting, job sharing along with family resources - backup child and eldercare, discounts at children centers

3 scenarios in which behavior is undesirable at work

1. desirable behavior: praise, behavior likely to be repeated, positive outcome 2. desirable behavior: working late - ignored, behavior less likely to be repeated, no outcome 3. desirable behavior - working late - must stay, behavior unlikely to be repeated, negative outcome 4. undesirable behavior (poor quality of work) - praise, behavior likely to be repeated, positive outcome 5. undesirable behavior (poor quality of work) - ignored, behavior less likely to be repeated, no outcome 6. undesirable behavior (poor quality of work) - must redo all work - behavior unlikely to be repeated, negative outcome

Punishment

A behavior followed by negative consequences is not likely to be repeated.

Extinction

A behavior followed by no consequences is not likely to be repeated.

Positive Reinforcement

A behavior followed by positive consequences is likely to be repeated.

Clayton Alderfer's proposal

Alderfer proposed a variation on Maslow's theory that he called the ERG theory. His theory substituted 3 levels of needs for Maslow's five - he labeled them existence needs, relatedness needs and growth needs. These 3 levels simply collapse Maslow's five categories into three, but the more important aspect is that he suggested that people might move either up or down the hierarchy and he allowed for multiple levels of needs being preponent

a need based theory of motivation proposed by Clayton Alderfer, ERG theory involves three rather than two levels of needs, and also allows for someone to regress from a higher level need to a lower level need

Clayton Alderfer's ERG theory

effects of different partial reinforcement schedules

Continuous schedule - shortest time to learn -resistance to extinction - least resistant - productivity - average productivity fixed interval - longer - resistant - lowest variable interval - longest - most resistant - next lowest fixed ratio - longer - resistant - next highest variable ratio - longest - most resistant - highest

Motivation

Determines how a person will exert effort. Represents the forces operating on the person to exert effort, as well as the direction in which the effort will be exerted.

Motivation and Needs Theories

ERG Theory (Alderfer) Identifies three rather than two levels of needs Allows for regression from a higher-level need to a lower-level need. Dual-Factor Theory (Herzberg) Posits motivators and hygiene factors as separate sets of work conditions that can satisfy needs

Corporate Executive Board (CEB) Study

HR managers value different services than employees do - mgrs. assume expensive high profile services such as on site gyms and health care options are what employees want in a workplace that claims to promote good work life balance only 20% of employees value these services

Basic model of performance

HR mgr must play a critical role in: 1. the ability and 2. the motivation sides of performance

Creative Behavior

Involves doing things at work that are innovative and that provide a measure of value for the organization.

Equity Theory

Is concerned with a person's perceived inputs to a (work) setting and the outcomes they receive from that setting. Suggests that individuals calculate their ratio of inputs to outcomes as one would consider a return on an investment.

Agency Theory

Is concerned with: The diverse interests and goals held by an organization's stakeholders, including its employees and managers. The methods through which an organization's reward system can be used to align these diverse interests and goals.

extrinsic behavior

Motivation is a psychological feature that arouses an organism to act towards a desired goal and elicits,controls, and sustains certain goal-directed behaviors. It can be considered a driving force; a psychological one that compels or reinforces an action toward a desired goal. - reward received (getting an A for hard work)

Motivation and Needs

Need-based (Content) Theories Focus on what motivates a person, rather than on how that motivation occurs. Hierarchy of Needs (Maslow) Specifies five levels of needs capable of motivating behavior: Physiological, security, social, esteem, and self-actualization.

Process Theories of Motivation

Process Theories Focus on how a person becomes motivated and what they are motivated to do, rather than on what motivates them. Reinforcement Theory (Skinner) Proposed that all behavior is a function of its consequences.

a need based theory proposed by Frederick Herzberg, dual factor theory identifies motivators and hygiene factors as two sets of conditions oat work that can satisfy needs.

Research into this theory, however, has provided little empirical support its model

the five needs

Self actualization needs: achievement, challenging job Esteem needs: status - job title Belongingness ened: friendship, friends in a work group Security needs: stability, pension plan Physiological needs: sustenance, base salary

Goal Theory

Suggests that: People with goals work harder than people without goals. Not all goals are created equal. Goals that are difficult, specific, and concrete motivate employees best.

What is Behavior Modification

The combination of positive reinforcement with either punishment or extinction so that an undesired behavior disappears and is replaced with a desired behavior.

Expectancy Theory (VIE Theory)

The decision to exert effort depends on the anticipated outcome received for the effort is based on expectations, instrumentalities, valences, and linkages among these components.

Intrinsic Motivation

The motivation to do work because it is interesting, engaging, or challenging, rather than because one is rewarded to do the work.

Partial Schedules of Reinforcement

When a behavior is rewarded only part of the time

Ratio Schedules of Reinforcement

When behavior is reinforced as a function of how many times the behavior occurs

Interval Schedules of Reinforcement

When behavior is reinforced as a function of the passage of time

goal theory - first proposed by Ed Locke

a fairly simple model of motivation based on the premise that people with goals work harder than people without goals. Beyond that, the theory suggests that not all goals are created equal, and that goals that are difficult and yet specific and concrete will motivate employees best

Dual factor theory was proposed by ________. a. Herzberg b. Hawthorne c. Skinner d. Maslow e. Watson

a. Herzberg

________ is the motivation to do work because it is interesting, engaging, or possibly challenging rather than because someone is rewarding us to do the work. a. Intrinsic motivation b. Negative motivation c. Extrinsic motivation d. Behavior motivation e. Partial motivation

a. Intrinsic motivation

variable interval schedule

are interval scheduesin which the amount of time that must pass before a reward is given can change from one reward period to another

Process theories

are motivation theories that focus on how people become motivated and what they are motivated to do rather than on what motivates them

interval schedule

are partial reinforcement schedules in which behavior is reinforced as a function of the passage of time - for example, rewarding someone every 10 minutes as long as long as they were exhibiting desired behavior ratio schedules - are partial reinforcement schedules in which behavior is reinforced as a function of how many times the behavior occurs - for example, rewarding someone every fifth time a desired behavior occurs fixed interval schedules - are interval schedules in which the amount of time that must pass before a reward is given is constant over time

variable ratio schedule

are ratio schedules in which the number of times a behavior must occur before it is rewarded changes over time

fixed ratio schedule

are ratio schedules in which the number of times a behavior must occur before it is rewarded remains constant over time

HR execs

are satisifed with the work life services they provide but only 16 percent of employees agree

Need based theories

are theories of motivation that focus on what motivates a person, rather than on how that motivation occurs

________ needs refer to the need to reach one's full potential, according to Maslow. a. Belongingness b. Self-actualization c. Esteem d. Physiological e. Security

b. Self-actualization

According to Maslow's theory, ________ needs are those specific needs that are capable of motivating behavior at any given point in time. a. belongingness b. self-actualization c. prepotent d. physiological e. security

c. prepotent

________ proposed the well-known theory of motivation which specifies five levels of needs that are capable of motivating behavior. a. Skinner b. Watson c. Pearls d. Maslow e. Jung

d. Maslow

________ theories are motivation theories that focus on how people become motivated and what they are motivated to do rather than on what motivates them. a. Needs b. Agency c. Goal d. Process e. Intrinsic

d. Process

________ proposed that all behavior is a function of its consequence. a. Maslow b. Locke c. Watson d. Skinner e. Thorne

d. Skinner

________ means rewarding a behavior only part of the time rather than all the time. a. Punishment b. Negative reinforcement c. Extinction d. Behavior modification e. Partial reinforcement

e. Partial reinforcement

________ refers to the situation in which a behavior is followed by a positive consequence and thus is likely to be repeated. a. Punishment b. Negative reinforcement c. Extinction d. Behavior modification e. Positive reinforcement

e. Positive reinforcement

Reinforcement theory has three components: stimulus, response, and ________. a. needs b. afterthought c. behaviors d. feelings e. outcomes

e. outcomes

the expectancy theory of motivation

effort, effort to performance expectancy - environment/performance/ability, performance to outcome expectancy (also called instrumentality), outcome/outcome/outcome = valence of outcomes

Reinforcement theory was developed by Abraham Maslow. a. True b. False

false

The lowest level of needs, according to Abraham Maslow, are called security needs. a. True b. False

false

There are human resource managers who do a perfect job of recruiting, selecting, and training. a. True b. False

false

examples of different schedules

fixed - employees aid once every 2 weeks variable - employees are promoted as a function of time with the firm but the amount of time between promotions can vary substantially fixed ratio - an employee is paid on a piece rate such as one dollar for every ten units produced variable ratio - a bonus system is based on performance with the number of units that must be produced to receive a bonus varying over time

another way to look at valence

improving performance increases the chances of receiving a raise and decreases the chances of being fired (positive correlation = the raise, / negative correlation = no effect on getting fired. valances can be positive, negative or neutral

social needs

include the need to have meaningful interactions and relationships with others

security needs

includes anything involving a safe and secure environment

physiological needs

includes such things as the need for food or water

esteem needs

includes the need to have a positive view of oneself

creative behavior

involves doing things at work that are innovative and provide some value for the organization

expectancy theory or VE theory

is a fairly complex process theory of motivation that casts the employee in the role of decision maker. An employee decides whether or not to exert effort, depending on the outcomes he or she anticipates receiving for those efforts as based on calculations concerning expectancies, instrumtalities, valences, and the links among these three componenets

effort to performance expectancy, or expectancy

is a person's perception of the probability that an increase in effort will result in an increase in performance. This can be a range from 0 to 1.0

Performance to outcomes expectancy, or Instrumentality

is a person's perception of the probability that improved performance will lead to certain outcomes. Operationally seen as a correlation coefficient indicating that as performance improves, the chances of gaining outcomes can either go up, a positive correlation, remain unchanged, a zero correlation, or go down, a negative correlation

Reinforcement theory

is a process theory, usually associated with B. F. Skinner that proposes that all behavior is a function of its consequence

behavior modification

is the combination of positive reinforcement with either punishment or extinction that replaces an undesired behavior with a desired behavior

intrinsic motivation

is the motivation to do work because it is interesting, engaging, or possibly challenging rather than because someone is rewarding us to do the work

partial reinforcement

means rewarding a behavior only part of the time rather than all the time, it can be applied to punishment as well but the reward case is simpler

comparison of self with others

outcomes (other), inputs (others) equity motivation to maintain current situation

comparison of self with other

outcomes (self), inputs (self) inequity: motivation to reduce inequity 1. change inputs 2. change outcomes 3. alter perceptions of self 4. alter perceptions of other 5. change comparisons 6. leave situation

when a company wants employees to stay late

positive reinforcement - rewards are likely to lead to employee volunteering extinction - is not what the organization wants because employees will not volunteer to stay late punishment - disastrous - nobody will volunteer ever again

agency theory addresses

potential conflicts of interests among different groups of stakeholders in an organization. The name of the theory, and some of its basic principles, is derived from the fact that, in most modern organizations, the indivduals who own a firm do not actually run it on a daily basis. Problems arise when the interests of the owners (the principals) are in conflict with the interests of the managers (agents)

Maslow's theory

prepotent needs are those specific needs (of the five levels in the model) that are capable of motivating behavior at any given point in time

valence

refers to how attractive or unattractive an outcome is for a person

extinction - a term from reinforcement theory

refers to the situation in which a behavior is followed by no consequences and eventually disappears

positive reinforcement - a term from reinforcement theory

refers to the situation in which a behavior is followed by positive consequences and thus is likely to be repeated

People are motivated by more than one level of need at any point in time

sometimes they move down the hierarchy as well

Stimulus response outcome model of behavior

stimulus - a cue in the environment response - a behavior outcomes - consequences that follow from the behaviors

integrative model of motivation

the goal of any attempt to motivate employees is assumed to be to convince them to exert effort on some aspect of the job a. will effort lead to performance? no - no effort will be exerted, yes, effort will be exerted b. will performance lead to rewards? never - no effort will be exerted, perhaps, effort may be exerted c. will performance in this area help reach organizational goals? no, no rewards, no effort - yes, rewards will follow/effort may be extended d. are the rewards offered equitable and fair? no - no effort will be exerted, yes - effort may be extended e. do the rewards satisfy important needs of the employee? no - no effort will be extended, yes, effort will probably be extended

Best know need based theory

the hierarchy of needs model proposed by Abraham Maslow specifies five levels of needs that are capable of motivating behavior: physiological, security, social, esteem and self-actulaization

self actualization

the need to reach one's personal potential

when the employee's input - outcome ratio is more favorable than that of the comparison person

the situation is known as overpayment inequity

According to Abraham Maslow's model, only one level of need is capable of motivating behavior at any given time. a. True b. False

true

Creative behavior involves doing things at work that are innovative and provide some value for the organization. a. True b. False

true