9/15/2014 1 CHAPTER 5 Motivation Motivation is an internal force that energizes, guides, and maintains behavior toward a goal.9/15/2014 2 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 double-edged sword  Reinforcement approaches  Stimulus, response, rewards  Contingent relationship (e.g., piece work, commissions)  Contingent and noncontingent reward systems (e.g., base pay plus commissions combines both)  Work quality and productivity  Quality of performance  Performance-based pay systems (e.g., profit sharing)  Intrinsic versus extrinsic motivation: high pay and stimulating work may be an optimal combination9/15/2014 3 Reinforcement: Description and workplace example Stimulus An object or event that elicits a response Workplace example The presence of a supervisor Response A measure of performance Workplace example Productivity Reward Something valued by the employee Workplace example Pay Motivation and rewards: a double-edged sword  Reinforcement approaches  Stimulus, response, rewards  Contingent relationship (e.g., piece work, commissions)  Contingent and noncontingent reward systems (e.g., base pay plus commissions combines both)  Work quality and productivity  Quality of performance  Performance-based pay systems (e.g., profit sharing)  Intrinsic versus extrinsic motivation: high pay and stimulating work may be an optimal combination9/15/2014 4 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 self-actualization 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 needs9/15/2014 5 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 self-actualization needs  Maslow’s theory and motivation at work: the crucial links  Alderfer’s ERG theory: an alternative to Maslow?  Existence needs  Relatedness needs  Growth needs9/15/2014 6 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 Also important are: Skills and abilities Role perceptions Opportunities to perform one’s job X = Expectancy “If I work hard, I will perform well.” Instrumentality “If I perform well, I will get rewarded.” Valence “I value and want the reward.” Motivation “I am motivated to work hard.” X9/15/2014 7 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”9/15/2014 8 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 YOU $100,000 1 ________ = ___ $1,000,000 10 SALES LEADER $200,000 1 _________ = ___ $2,000,000 10 BOSS’S NEPHEW $100,000 2 ________ = ___ $500,000 10 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.9/15/2014