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Willingness to exert high levels of effort

toward organizational goals

Conditioned by the efforts ability to satisfy

some individual need

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I was sayingI was saying"I'm the greatest"I'm the greatest

long beforelong beforeI believed it.I believed it.

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It's not that I'm sosmart, it's just that

I stay withproblems longer.

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Thorndikes (1911) Law of Effort where past action led topositive consequences, or rewards, individuals will tend to

repeat such actions; where past actions led to negativeconsequences or punishments individuals would tend toavoid repeating them.

Hull (1943) Effort = Drive x Habit x Incentive

Needs Models

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Process Theories ofMotivation:

Reinforcement Theory

ExpectancyTheory

EquityTheory

Goal Setting

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ALDERFERSALDERFERS ERG THEORYERG THEORY

Adaptation of Maslows work

Three Needs existence, relatedness

More than one need may be operative at the same time

The stifling of higher-level needs, causes lower-level needdesires to increase

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HERZBERGSHERZBERGS TWOTWO--FACTOR THEORYFACTOR THEORY

Dissatisfactionand

demotivation

Not dissatisfiedbut

not motivated

Positivesatisfaction

and motivation

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Groups Norm

Reward System (the folly of rewarding Awhile hoping for B)

Recognition

Leadership

Belief that we all win when we all work

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Desi (1971) has suggested that is situations in whichindividuals are experiencing a high level of intrinsic

motivation, the addition of extrinsic rewards for goodperformance may decrease intrinsic motivation.

There could be a switch in focus from intrinsic to extrinsicmotivation.

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Experienced Meaningfulness

Experienced Responsibility

Knowledge of Results

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JOB DESIGNJOB DESIGN

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The Job Characteristics Model

Skill Variety Task Identity

Task Significance

Autonomy

Feedback

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Suggested Action

Combining Tasks

Forming Natural WorkUnits

Establishing ClientRelationships

Vertical Loading

Opening FeedbackChannels

Core Job Dimensions

Skill Variety

Task Identify

Task Significance

Autonomy

Feedback

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Empowerment

Decision making

Information

Knowledge

Support

Communicating

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According to Spreitzer (1997) empoweredindividuals have a sense of

Meaning

Competence

Self-determination

Impact

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Classical versus operant Conditioning

Apositive reinforcer is a stimulus which when added to asituation strengthen the probability of an operant response

The folly of Rewarding Awhile hoping for B

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Specify the desired Behavior

Make sure that you can observe (measure) the behavior

Provide frequent contingent positive reinforcement

Evaluate the effectiveness of the program

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Explain what was done wrong

What is the appropriate behavior

Punish sooner rather than later

Try to punish in private

Balance the punishment with the nature ofthe offense

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Motivation is affected by ones perception (accurate or

inaccurate) of the relative outcome (rewards) one receivesand inputs (efforts) one exerts in comparison to others. If

O indicates Outcomes. I indicates inputs. For individualsa and b :

Comparison

If O/Ia < O/Ib

If O/Ia = O/Ib

If O/Ia > O/Ib

Perception of A

Inequity (under rewarded)

Equity

Inequity (over rewarded)

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UNDERPAYMENT OVERPAYMENT

HOURLY Produce less or lowerquality

Produce more orincrease quality

PIECE-RATE Produce more lower

quality products

Produce fewer units of

higher quality

Possible solutions to felt inequity

Change work inputs

Try to change outcome (demand more money)Leave the companyRationalize the inequity Try to change the input or output of others

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M = E x I x V Valence

Expectancy Instrumentality

EFFORT/MOTIVIATION

PERFORMANCE REWARDS

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Expectancy the persons belief that hard work will lead to

good performance

Instrumentality the persons belief that good performancewill be rewarded

Valence the value an individual assigns to the reward

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Performance

Efficancy

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Goal Specificity

Goal Difficulty

Goal Commitment/Acceptance

Feedback

Ability and resources

Shulas point

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According to Leanard, Beauvais, Scholl (1995) themaintenance of the self energizes the individual to action.

The individual is always trying to bring the perceived self inline with the ideal self.

The perceived self involves traits, competencies and values.

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Instrumental Theoriesthe individual engages in thebehavior because she believes it will lead to certain outcome

IntrinsicT

heories the individual engages in the behaviorbecause it is fun.

Goal Internalization Theories an individual adopts anattitude or behavior because it is consistent with their valuesystem

Self esteem maintenance the individual engages in thebehavior to protect the self.

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Selection and Placement

Redesign Jobs

Create Teams and social support

Communicate Organizational Goals

Involve individuals in decision making

Appropriate reward structure

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