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Module 14
Module 14
Motivation
• How do human needs and job designs
influence motivation to work?
• How do thought processes and decisions
affect motivation to work?
• What role does reinforcement play in
motivation?
14.1
HUMAN NEEDS
Human Needs and Job Design
Maslow’s Hierarchy
• Maslow described a hierarchy of needs
topped by self-actualization
• Alderfer’s ERG theory deals with
existence,, relatedness and growth
g
needs
• McClelland identified acquired needs for
achievement, power and affiliation
• Herzberg’s two-factor theory focuses on
higher-order need satisfaction
• The core characteristics model integrates
motivation and job design
• Motivation – level, direction and
persistence of effort expended at work
• Maslow’s hierarchy
– Needs
N d
• Unfulfilled desires that stimulate people to act
– Lower order needs
• Physiological, safety and social needs
– Higher order needs
• Esteem and self-actualization
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HUMAN NEEDS
HUMAN NEEDS
Maslow’s Hierarchy
Alderfer’s ERG Theory
• Alderfer’s ERG Theory
Existence Needs are desires for physiological and material well‐being. Relatedness needs are desires for satisfying interpersonal relationships. Relatedness Needs are desires for satisfying interpersonal relationships. Growth Needs are desires for continued psychological growth and development. HUMAN NEEDS
HUMAN NEEDS
McClelland’s Acquired Needs
McClelland’s Acquired Needs
• Three acquired needs that vary in strength
among people
• Two forms of need for power
Need for Achievement Need for Power Need for Affiliation
• is the desire to do something better, to solve problems, or to master complex tasks. • is the desire to control, influence, or be responsible for other people. • Is the desire to establish and maintain good relations with other people.
– Need for personal power
– Need for social power
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HUMAN NEEDS
JOB DESIGN
Herzberg Two-Factor Theory
Core Characteristics Model
Hygiene Factors found in the job context
• working conditions
g
• interpersonal relations • organizational policies • salary
Motivator Factors found in job content
• sense of achievement
• recognition
• responsibility
• advancement
• personal growth. • Job design
– Allocation of specific tasks to individuals and
groups
• Job enrichment
– Adds opportunities for
satisfying higher-order
needs to a job by adding
opportunities for planning
and controlling work
JOB DESIGN
14.2
Core Characteristics Model
Thought Processes and Decisions
Five Core Job Characteristics
Skill variety
Task identity
• Equity theory explains how social
comparisons can motivate individual
behavior
• Expectancy theory considers
motivation = expectancy x instrumentality x valence
Task significance
Autonomy
Feedback from the job itself
• Goal-setting theory shows that wellchosen and well-set goals can be
motivating
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THOUGHT PROCESSES
THOUGHT PROCESSES
Equity Theory
Expectancy Theory
• Equity theory explains how social
comparisons can motivate individual
behavior
• Expectancy theory considers
– Perceived negative inequity
• Attempt to restore equity by working less or
quitting
– Perceived positive inequity
• Attempt to restore equity
by extra effort
motivation = expectancy x instrumentality x valence
Expectancy
Instrumentality
Valence
• “Can I achieve the desired level of task performance?”
• “What work outcomes will be received as a result of the performance?”
• “How highly do I value work outcomes?”
THOUGHT PROCESSES
THOUGHT PROCESSES
Expectancy Theory
Goal Setting Theory
• Goal-setting theory shows that wellchosen and well-set goals can be
motivating
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14.3
REINFORCEMENT
Reinforcement
Law of Effect
• Operant conditioning influences behavior
by controlling its consequences
• Positive reinforcement connects desirable
behavior with pleasant consequences
• Punishment connects undesirable
behavior with unpleasant consequences
• The law of effect states that behavior
followed by a pleasant consequence is
likely to be repeated; behavior followed by
an unpleasant consequence is unlikely to
be repeated.
REINFORCEMENT
REINFORCEMENT
Operant Conditioning
Operant Conditioning
• Operant Conditioning – B. F. Skinner
– Influences behavior by controlling its
consequences.
– Positive reinforcement strengthens a behavior
by making a desirable consequence
contingent on its occurrence.
– Negative reinforcement strengthens a
behavior by making the avoidance of an
undesirable consequence contingent on its
occurrence.
– Punishment discourages by making an
unpleasant consequence contingent on its
occurrence.
– Extinction discourages a behavior by making
q
the removal of a desirable consequence
contingent on its occurrence.
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REINFORCEMENT
REINFORCEMENT
Operant Conditioning
Positive Reinforcement
• Positive reinforcement connects desirable
behavior with pleasant consequences
– Law of contingent reinforcement
• Reward only when desirable behavior is
demonstrated
– Law of immediate reinforcement
• Reward immediately after the desirable behavior is
demonstrated
REINFORCEMENT
REINFORCEMENT
Positive Reinforcement
Punishment
• Shaping
• Punishment
– Creating a new behavior by positive
reinforcement of similar behaviors
• Continuous reinforcement
– Reward every time behavior is exhibited
• Intermittent reinforcement
– Connects undesirable behavior with
unpleasant consequences
• Deny a reward
• No raise/pay reduction
• Reprimand
– Reward behavior periodically
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Module 14 Case
• Pixar Animation Studios – Home of the
Creative Geniuses
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