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MOTIVATION
ADAM M, CHASE H, JASON S, JEN M, JORDAN L,
JUSTIN B, KERRI R, KIRSTEN B, LEAH H, NICK P,
NOLAN K, AND STEPH F
WHAT IS MOTIVATION?
• Motivation is defined as the process that initiates, guides,
and maintains goal-oriented behaviors. It accounts for
the level, direction and persistence of effort expended
at work.
• An extrinsic reward is a reward provided by someone
else (ex CEO or manager) this usually works better for
minimum wage jobs that people don’t work hard and
need to be motivated (students jobs) doesn’t work in
today’s society
• An intrinsic reward is a reward that occurs naturally
during a job (personal motivation) usually higher paid
jobs like an accountant works better (university)
EXAMPLES OF MOTIVATION
• Starbucks is what we know as one of the
most popular “coffee houses” in the
world.
• They offer great products and incentive
to their consumers which is what makes
them so popular.
• What most people don’t know is that
they also offer get rewards to their
employees. They have come up with a
program called “bean stock”.
• This program gives employees stock
options.
• If the company is successful the
employee will gain from this. This
program motivates employees to work
hard for the company to benefit
themselves.
NEEDS THEORIES
• Needs are shaped throughout our life by our
different experiences and desires; an unfulfilled
physiological or psychological desire.
• Content theories of motivation use individual needs
to explain the behaviors and attitudes of people at
work.
• There are 4 theories of needs, and 4 different
theorists. The one we are going to be looking at
today is the “Acquired Needs Theory” developed in
the 1940’s.
THE ACQUIRED NEEDS THEORY
• David McClelland
identified that there
were three needs that
are central to his
approach to motivation.
• Need for
achievement,
• Need for Power, and
• Need for affiliation.
NEED FOR ACHIEVEMENT
• People motivated by achievement need
challenging, but not impossible, projects.
• People motivated by achievement work very
effectively either alone or with other high achievers
• They thrive on overcoming difficult problems or
situations, they must always be engaged.
NEED FOR AFFILIATION
• People motivated by affiliation work best in a group
environment.
• They also don't like uncertainty or risk.
• People motivated by affiliation are motivated by
appraisals that emphasize their good working
relationship and the trust in them
NEED FOR POWER
• Those with a high need for power work best when
they're in charge.
• People who are motivated
by power like to behave in
ways that have clear impact
on other people and events.
• They enjoy being in control of
the situation and enjoy being
recognized for this
responsibility.
EDWIN A. LOCKE
• American psychologist
• Professor in motivation and leadership
• Forerunner in the goal setting theory of motivation
TASK GOALS
• Mediated by our values
• Can be motivating if properly set up and managed.
• Provide direction, a frame of reference for task
feedback and a foundation for behavioural self
management
• Clarify performance expectations between:
supervisors and subordinates, coworkers and
subunits
• Enrich the overall performance of individuals and
support job satisfaction
FACTORS AFFECTING THIS THEORY
• Time constraints
• Toxic employee interference
• External factors
PROPER EXECUTION OF TASKS
• Participation
• Trust in supervisors
• Externally imposed goals
GOAL SETTING RECOMMENDATIONS
•
•
•
•
•
•
Sets specific goals
Set challenging goals
Build goal acceptance and commitment
Clarify goal priorities
Provide feedback on goal accomplishment
Reward goal accomplishment
PROCESS THEORIES OF
MOTIVATION
• Management by objectives (MBO), is
a personnel management technique
where managers and employees work
together to set, record and monitor
goals for a specific period of time.
• The process helps the employees to
understand their duties at the
workplace and are clear as to what is
expected out of them.
• It leads to satisfied employees and
eventually helps employees develop
a feeling of loyalty towards the
organization
• The technique was first seen in action
by management expert Peter Drucker
and became commonly used in the
1960s.
TEAM MEMBERS AND GOAL SETTING
• It helps strengthen certain work habits such as;
• Energizing - Inspiration to put out a certain amount
of effort based upon the difficulty of achieving
somebody 's goal.
• Task Persistence - The amount of time spent on the
behavior to achieve a goal.
Effective Strategies - In wanting to
achieve a goal the individual seeks
out different ways to achieve it.
TEAM GOAL SETTING CHALLENGES
Difference in opinions
Time consumption working in groups
Non-participating group members (social loafing)
Ineffective communication
Domineering personalities
Non-focused group members
Tasks are not completed by the specific deadline
REINFORCEMENT THEORY OF
MOTIVATION
• Views human behaviour as
determined by its
environmental consequences
• Focuses on external
environment and the
consequences it holds for the
individual
• Rather than looking within an
individual to explain
motivation
LAW OF EFFECT
• Based on the basic
premises of reinforcement
theory created by E.L.
Thorndike
• States that behaviour
followed by pleasant
consequences is likely to
be repeated
• Behaviour followed by
unpleasant consequences
is unlikely to be repeated
OPERANT CONDITIONING
Theory developed by psychologist B.F. Skinner.
Operant refers to any behavior that generates consequences.
Why we exhibit our behaviors every day.
This principle states that actions that are followed by desirable
outcomes are likely to be repeated and those actions that are
followed by undesirable outcomes are less likely to be repeated.
Motivations can be explained by looking at external thoughts
and actions instead of just focusing on the internal thoughts
Situation outcomes that give us a positive feeling will most
likely reoccur whereas those who don’t give us a positive feel or
motive will most likely not occur again.
https://www.youtube.com/watch?v=LhI5h5JZi-U
THE FOUR REINFORCEMENT
STRATEGIES
1. Positive Reinforcement: Involves giving a positive
response to individuals who present quality work
and a good behaviour.
2. Negative Reinforcement: Involves avoiding and
removing an undesired condition.
3. Punishment: Involves discouraging a behaviour by
removing positive consequence whilegenerating
an unpleasant occurrence upon the behaviour.
4. Extinction: Involves lowering the occurrence of an
undesired behaviour by removing rewards for an
undesired consequence.
APPLYING THE REINFORCEMENT
STRATEGIES
Positive
Reinforcement:(Meets
production goals with
zero defects)
-Praising employees
- Pay Increase
Negative
Reinforcement:(Meets
production goals with
zero defects)
- Nagging employees
- Present anger towards
employees
Punishment:(Meets
production goals but
with a high percentage
of defects)
- Reprimand employee
- Make employee work
late
Extinction: (Meets
production goals but
with a high percentage
of defects)
- Withhold praise
- Withhold reward
LAW OF IMMEDIATE FEEDBACK
• The more immediate the delivery of a reward after
the event of a desirable behaviour, the greater the
reinforcing value of the reward.
LAW OF CONTINGENT
REINFORCEMENT
• Is a reward to have maximum value, it must be delivered only if
the desired behaviour’s exhibited.
• It’s to enforce the notion that there is some type of
consequences for both good and bad behaviour’s.
• The consequence is dependent on whether the person providing
the reinforcement wants the behaviour to stop or to continue.
• Used at home, in classrooms and in the workforce.
• For example, in the classroom, say if the whole class passes a test,
the teacher might offer a pizza party for everyone to reinforce
their hard work and success.
• In the workforce, you may get praise from your bosses, raises or
promotions. Negative reinforcement is seen in the threat of losing
your jobs.
FEEDBACK REQUIREMENTS
Positive Reinforcement
Punishment
• Clearly identify desired
work behaviors
• Maintain a diverse
inventory of rewards
• Inform everyone of what
must be done to get
rewards
• Follow the laws of
immediate and
contingent reinforcement
• Tell the person what is
being done wrong
• Tell the person what is
being done right
• Make sure the
punishment matches the
behavior
• Administer the
punishment in private
• Follow the laws of
immediate and
contingent reinforcement