BUAD 304 (Motivation)

Extrinsic Motivation Theories/Concepts (4)

1. Classic Reinforcement Theory 2. Expectancy Theory 3. Equity Theory 4. Goal Setting Theory

Positive Reinforcement Steps

1. Desired behavior is emitted 2. Present attractive consequences 3. Desired behavior increases

What are some of the things we can learn from the Engstrom case?

1. How to motivate employees in good times and bad 2. How organization-wide incentives compare to group/individual incentive schemes 3. Factors that affect success of employee incentive plans

Intrinsic Motivation Theories/Concepts

1. Maslow's Hierarchy of Needs 2. Job Characteristics Mode

Punishment Steps (Reinforcement Approach)

1. Undesired behavior emitted 2. Present aversive consequence 3. Undesired behavior decreases

Negative Reinforcement Steps

1. Undesired behavior expected 2. Threaten aversive consequences 3. Undesired behavior decreases

Takeaways for organization: extrinsic motivation When can extrinsic motivation be effective?

1. When employees expect effort to lead to performance level (E--P) and they have attainable goals and the necessary skills to perform them 2. When employees expect performance to lead to outcomes (P-->O) 3. Employees value outcomes (O) 4. Can be boosted by intrinsic motivation

Where does the equity theory say that motivation results from?

A person's rewards-to-effort ratio Rewards include pay, promotions, security, recognition, autonomy, etc. Effort includes time, reliability, cooperation, sharing resources, etc Reward-to-effort ratios are not absolute but relative to peers.

Love/Belonging (maslow's hierarchy of needs)

Acceptance, inclusion

What measurable characteristic of a job leads to responsibility in order to have high intrinsic motivation?

Autonomy

generalizability

Can this system work in another industry? Would it work for a different type of employee?

The special case of punishment

Catch the negative behavior early Punishment should follow negative behavior immediately Focus on negative behavior, not on the individual Explain right way of doing things and how the behavior will be rewarded Praise in public; punish in private. Unfortunately, these leave a black box of what is actually going on in the individual

USC-CT C (second C)

Choose the solution(s) with the potential to be the most effective

Self-actualization (maslow's hierarchy of needs)

Complete psychic fulfillment

USC-CT C (first C)

Create a multitude of potential solutions

Expectancy Theory:The E-->P-->O Model

Effort leads to Performance (SMART goals) which leads to Outcome (Reward)

What are some of the things that low motivation may result from?

Failure to understand new jobs or skills required Failure to see relationship between effort and performance Failure to see relationship between performance and outcome Belief that the organizational rewards are unfair Organization impediments to performance

What are some of the managerial implication of the equity theory?

Fairness is as important as absolute pay. Identify and correct misperceptions of inequity. Vary outputs (pay, compensation) to match differences in inputs (effort, skills, performance). Manage fundamental attribution error and egocentric bias.

What measurable characteristic of a job leads to knowledge of results in order to have high intrinsic motivation?

Feedback

Example of how the process theory can be multifaceted

For example, a promotion might mean:- more money - greater responsibility - less time with one's family. Maybe person doesn't want more responsibility but likes current job. So promotion with more responsibility could be de-motivating.

What is important to remember when a manager is using maslow's theories

Good empirical support for the theory but--- the importance of needs is culture-specific. Additionally, the needs for affiliation, power, and achievement are learned. Interpretation of specific rewards also varies--salaries can be construed to be about safety, appreciation, and/or advancement Recognize different needs and which ones are most immediate

Motivation

How much effort is put forth to achieve organization goals

Process theory

How valuable are rewards. Motivation is based on performance expectancy relationship and the relationship between effort and expectancy. How valuable the reward is, the performance, level that is believed to reach a reward, and how much effort is needed to reach that performance. Also acknowledges that the value of a single outcome may be multifaceted.

Hezberg Two Factor Model (Hygiene Theory)

Hygiene factors as a motivator. Some things help increase motivation, while others increase demotivation. Motivation factors: more of these means more satisfaction Hygiene factors: more of these does not mean more satisfaction, but less of these lead to more dissatisfaction

Alderfer ERG Model

If higher order needs are suppressed you want more the lower order needs--e.g. sales people and secretaries in dead end jobs want more and more pay

Equity Theory

If i can fully observe the effort put forth, then people's motivation is relative. Essentially, motivation is based on the ratio between effort and rewards of you and others.

What is the classic (skinnerian) approach to motivation?

If you do___, I'll give you___.

Example of equity theory

If you put forth the same effort as co-worker but receive fewer rewards then won't be motivated. Also says if I am putting forth the same effort as co-worker but getting more rewards then should be motivated to do more. An imbalance in the ratio can also be motivating.

What three things lead to high intrinsic motivation?

In order to have high intrinsic motivation, there must be meaningfulness, responsibility, and a knowledge of results.

What increases or undermines intrinsic motivation?

Intrinsic motivation can be increased by managing job characteristics. Intrinsic motivation can be undermined by extrinsic rewards.

Safety (maslow's hierarchy of needs)

Job security, growth potential

What are some steps you can take to avoid shortcuts that are harmful to goals

Monitor people who are close to the goal. Consider undesirable means that people could use. It is helpful to assume the undesired state has already occurred and ask "why did this happen?" Involved multiple functional areas in decision making (assign customer service people to monitor satisfaction/assign people to "devil's advocate" role)

Choosing motivating comparisons: When does motivation decrease

Motivation decreases when we compare ourselves to superstars. This happens when their success is unattainable because it's too late for us to get there or because they seem exceptionally skilled or connected.

Choosing motivating comparisons: When does motivation increase

Motivation increases when we compare ourselves to superstars and their success is attainable because we have time to get there or we have the needed skills

What two things must negative feedback be according to the managerial implications of the equity theory?

Negative feedback must be candid and concrete

What should you do when you have to assign a boring task?

Offer a rationale for why the task is necessary; Acknowledge that the task is boring; Allow people to complete the task their own way

Why is intrinsic motivation delicate?

Offering extrinsic rewards for behavior that is already intrinsically motivated can turn "fun" into "work"

Performance formula

P=Motivation x Ability x Opportunity

What happens when a goal is "too motivating"

People don't deviate from the goal No exceeding the goal No sense of the bigger picture No creativity

What is the main purpose behind Maslow's hierarchy of needs? Was he right?

People have non-economic needs and economic needs. The listed needs must be satisfied in order to motivate someone. The fulfillment of higher order needs is not motivating until lower order needs are fulfilled. Fulfilling a need makes it no longer motivating. Work up the hierarchy, but only until a certain threshold because at that point money is only being thrown away. Salary is motivating until the threshold, but hten only intangible rewards matter (Satisfaction progression rule) Not exactly--different people in different places have different needs.

What is motivation often partnered with?

Performance

What are the three aspects of the reinforcement approach

Positive Reinforcement Negative Reinforcement Punishment

Esteem (maslow's hierarchy of needs)

Recognition, responsibility, advancement

Reward to effort ratios of the equity theory

SELF: effort/rewards= COWORKERS: effort/rewards

USC-CT S

Select the most critical problem(s)

Maslows Hierarchy of Needs

Self-actualization is on top, then esteem is second, then love/belonging, then safety, then physiological

Why is social comparison important?

Social comparison is important because other social phenomena may affect how attractive of effective the rewards in a situation are.

What five basic characteristics of a job must be present in order for a job to be highly motivating?

Task Significance, Task, identity, and Task skill variety (which contribute to the meaningfulness of the job) and, autonomy, and feedback

What measurable characteristic of a job leads to meaningfulness in order to have high intrinsic motivation?

Task significance Task identity Task Variety

What does task significance concern?

Task significance concerns the impact that a task has on other people

What do we learn from the motivation through task significance study by Adam Grant?

Task significance is a condition that can double performance.

What are ways to use reinforcement well? (Emphasize Positive, Not negative, reinforcement)

Tell employees explicitly what's rewarded. Specify what behavior would entail a full/partial reward. Make consequences equivalent to behavior Be consistent with behaviors to consequences. Do not reward all people equally--create contingencies so employees can tell who is doing better. Remember inverse relation between monetary and nonmonetary rewards.

intrinsic

The desire to perform a task for its own sake; no external reward

Extrinsic

The desire to perform a task in order to acquire external rewards or to avoid punishments; external reward

What is the difference between the expectancy theory and the process theory?

The expectancy theory helps figure out how different needs motivate people differently. The process theory shows the value of the rewards and what it will take to get there.

Where is the most common place you will see mistakes in the process theory, and why?

The valence of the reward. This occurs because most bosses use their own selves and their own values when they determine what their employees might value.

Mclelland's thoughts on motivation

There is a need for acheivement and needs are learned. These are the basis for having motivational seminars in companies

What did the SAS institute do in regards to intrinsic motivation?

They satisfied lower order needs so that employees can self-actualize. They created job characteristics that fostered intrinsic motivation. They focused on intrinsic motivation that aligned with their long-term view.

Why are intrinsic motivations often better than extrinsic motivations?

Though extrinsic motivations are easier to implement, they can be worse off for a company than intrinsic motivations. Intrinsic motivations are often cheaper, can be more sustainable, and help with long-term perspectives, though they may initially have high costs.

USC-CT T

Translate your solution (s) into an effective implementation plan

USC-CT U

Uncover the various potential problems vis-a-vis business goal

What are some characteristics of hte process theory

Very rational.

What does the extrinsic incentives bias say

We overestimate extrinsic incentives in driving others behavior. The wrong motivates are attributed to people.

What does the job characteristic model tell us?

What is necessary for a job to be intrinsically motivating

Applications of the equity theory

When persons perceive they are relatively under-rewarded, they lose motivation. When persons perceive that they are relatively over-rewarded, they can become motivated. When persons perceive they are fairly rewarded, they are motivation to work to standards.

Feedback

Workers are provided with information about how well they are performing

Task variety

Workers can engage in different activities that use many of their skills and talents

In what ways do job characteristics foster intrinsic motivation? SAS institute

Workers encouraged to work on new ideas (significance, identity, autonomy, variety) Workers interact with customers directly (significance, identity) Workers taught the history and heritage of SAS (identity) Workers allowed to work in different divisions (variety) Open communication (feedback)

Autonomy

Workers have the freedom to plan, schedule, and perform their jobs as they wish

Task identity

Workers see how the tasks they perform fit in with the "whole" product

Task significance

Workers understand how the tasks they perform impact others (relevance made clear)

Does passive aggressive behavior have better or worse outcomes?

Worse

You need to be _____ with praise but genuine (managerial implications of equity theory)

You need to be generous with praise but genuine

You need to __ effort and ____ performance. (managerial implications of equity theory)

You need to recognize/acknowledge effort but reward performance.

What do you need to do to motivate employees? What four steps do you take to do this?

You need to tighten the links between E-->P-->O. 1. Clearly define the performance standards 2. Be sure performance standards are achievable (E-->P) 3. Offer the right reward (O) 4. Guarantee that meeting th performance standards will result in the promised reward (P-->O)

To lead an organization, what are the three things you must have

a. a master of self/self instrument of leadership b. understanding & empathy for others c. strong conceptual & social skills

What two things must you know in order to lead an organization?

a. the nature of organizations and how they work b. what it takes to make an organization successful

What are some examples of intrinsic motivations

education sports voluntary work organization professionalization of work

What economic concept has to be factored in when it comes to goal-setting?

elasticity

Extrinsic rewards and punishments can...(negative side)

extinguish intrinsic motivation; diminish performance; crush creativity; crowd out good behavior; encourage shortcuts and unethical behavior; become addictive; foster short-term thinking; discourage teamwork; ineffective after satiation of rewards

What are some negatives of intrinsic motivation

may have high costs at the beginning. many determinants are not easily alterable, so you have to alter the characteristics of the task or job

Psyiological (maslow's hierarchy of needs)

salary

What is the relationship between the hygiene theory and maslow?

the motivation factors are the top three, and hygiene factors are the bottom two