UT Arlington PSYC 3301 - Lecture PowerPoint Chapter 5 (9 pages)

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Lecture PowerPoint Chapter 5



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Lecture PowerPoint Chapter 5

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Pages:
9
School:
University of Texas at Arlington
Course:
Psyc 3301 - Psychology of Humans
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9 15 2014 CHAPTER 5 Motivation Motivation is an internal force that energizes guides and maintains behavior toward a goal 1 9 15 2014 Motivation and work Defining motivation energization guidance and maintenance Career motivation career resilience career identity career insight career resilience the ability to adapt to changing circumstances maintenance career identity the degree to which one defines oneself in terms of one s work direction career insight the clarity of an individual s career goals and self insight energization Motivation and rewards a doubleedged sword Reinforcement approaches Work quality and productivity Stimulus response rewards Contingent relationship e g piece work commissions Contingent and noncontingent reward systems e g base pay plus commissions combines both Quality of performance Performance based pay systems e g profit sharing Intrinsic versus extrinsic motivation high pay and stimulating work may be an optimal combination 2 9 15 2014 Reinforcement Description and workplace example Stimulus An object or event that elicits a response Response A measure of performance Reward Something valued by the employee Workplace example The presence of a supervisor Workplace example Productivity Workplace example Pay Motivation and rewards a doubleedged sword Reinforcement approaches Work quality and productivity Stimulus response rewards Contingent relationship e g piece work commissions Contingent and noncontingent reward systems e g base pay plus commissions combines both Quality of performance Performance based pay systems e g profit sharing Intrinsic versus extrinsic motivation high pay and stimulating work may be an optimal combination 3 9 15 2014 Needs and motivation the essentials of work Maslow s need theory from deficiency to growth Need hierarchy deficiency biological versus growth psychological needs Deficiency needs physiological and safety needs Growth needs social needs esteem needs and selfactualization needs Maslow s theory and motivation at work the crucial links Alderfer s ERG theory an alternative to Maslow Existence needs Relatedness needs Growth needs Maslow s hierarchy of human needs 4 9 15 2014 Needs and motivation the essentials of work Maslow s need theory from deficiency to growth Need hierarchy deficiency versus growth needs Deficiency needs physiological and safety needs Growth needs social needs esteem needs and selfactualization needs Maslow s theory and motivation at work the crucial links Alderfer s ERG theory an alternative to Maslow Existence needs Relatedness needs Growth needs 5 9 15 2014 Process views of motivation how does motivation work Expectancy theory motivation follows from a set of beliefs expectancy X instrumentality X valence motivation expectancy behavior A leads to good performance instrumentality good performance leads to a reward valence the reward has value to me Self efficacy the importance of believing in yourself knowledge self efficacy action Expectancy theory An overview Expectancy If I work hard I will perform well X Instrumentality If I perform well I will get rewarded X Valence I value and want the reward Motivation I am motivated to work hard Also important are Skills and abilities Role perceptions Opportunities to perform one s job 6 9 15 2014 Process views of motivation how does motivation work Expectancy theory motivation and belief expectancy X instrumentality X valence motivation expectancy behavior A leads to good performance instrumentality good performance leads to a reward valence the reward has value to me Self efficacy the importance of believing in yourself knowledge self efficacy action Self efficacy Knowledge I know how it s done Self efficacy I know that I can do it Action I will do it 7 9 15 2014 Fairness and motivation Social equity input outcomes equity and inequity The overbenefited versus the underbenefited Equity at work What you contribute versus what you get back in return SALES LEADER BOSS S NEPHEW 1 200 000 1 100 000 2 10 2 000 000 10 500 000 10 YOU 100 000 1 000 000 In this example you and the sales leader are being treated equitably relative to each other but you are both being treated inequitably relative to the boss s nephew 8 9 15 2014 9


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