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