PSY 3711 1st Edition Lecture 22 Outline of Last Lecture I Criteria for I O Psychology II What are attitudes III Job satisfaction IV Overall job attitudes V Interventions VI Outcomes of job satisfaction Outline of Current Lecture I Motivation II Theories of motivation III Self efficacy Current Lecture I Motivation a Heart of organizational psychology b Studied since the beginning of psychology c Defined as 3 questions i Direction where does the employee exert effort ii Intensity how much effort does the employee exert iii Persistence how long does the employee continue d Example Test coming up i Direction should I study or do something else ii Intensity should I skim the chapters and lecture notes or commit to an in depth review iii Persistence Do I study for an hour or stay up all night If I get distracted do I refocus or just give up e Motivation is just one determinant of performance These notes represent a detailed interpretation of the professor s lecture GradeBuddy is best used as a supplement to your own notes not as a substitute II i Can do ii Will do iii Maximal performance vs typical performance 1 Maximal performance can do declarative knowledge and procedural knowledge skill 2 Typical performance includes the extra motivation level iv Ability level moderates the relationship between motivation and performance more motivation does not lead to better performance v If you have no ability no way you will do task well vi High ability low motivation will still not perform very well but high motivation performs much much better vii Performance ability x motivation situational constraints 1 Ability capacity to perform e g training selection 2 Motivation willingness to perform e g supportive working environment setting goals interventions 3 Situational constraint opportunity to perform e g good resources good tools Theories of motivation a Intuitively appealing theories that lack empirical support i Maslow s hierarchy of needs 1 Popular but not uch empirical support 2 Hierarchy isn t supported higher level needs don t necessarily become most important as lower level needs are satisfied 3 The ideas that needs are in competition with each other is a good one though ii Herzberg s 2 factor theory 1 Hygiene needs a Related to results from job and not work itself b Extrinsic motivators c E g pay benefits company policies d Minimize employee dissatisfaction don t motivate e If all met just neutral things we expect 2 Motivator needs a The work itself b E g challenging work responsibility c Gives satisfaction motivates 3 Need to be satisfied and motivated 4 Research generally doesn t support b Theories with empirical support but limited partial utility i Equity theory 1 Answers the question are outcomes perceived as being at an appropriate level in comparison to inputs when compared to others 2 3 your inputs other person s inputs 4 your outcomes other person s outcome 5 related to cognitive dissonance 6 Example ben and adam are studying for a 100 pt test a Adam 100 points and spent 25 hours studying i Ben 80 points and spent 20 hours studying ii 100 25 vs 80 20 4 4 equity b Adam 100 points and spent 50 hours studying i Ben 100 poitns and spent 1 hours studying ii 100 50 vs 100 1 2 100 inequity c Adam will change his thoughts behavior until fair d Change referent study less sabotage 7 Equity satisfaction overreward tension underreward tension 8 Research shows stronger support for underpayment than overpayment predictions 9 Assumes we do a lot of complicated calculations ii Expectancy theory 1 People will be motivated when they believe a Effort performance expectancy b Performance outcomes instrumentaility c Outcomes are valued valence 2 Motivation V I E 3 Assumes people are highly rational c Theories with mixed support sometimes work i Reinforcement theory behavioral modification ii Skinnerian behaviorism iii Operant conditioning iv Stimulus response reward more likely to repeat behavior v Incentives and punishments vi Works often but requires detailed measurement of performance vii Usually applicable in low vs high complexity jobs better in low viii Close monitoring of individual behaviors ix Feelings of control and manipulation x Issues of ethical responsibly xi Unintended consequences reward new sales what happens to service xii Reinforcement payment schemes 1 What will happen if we pay drivers by the number of stops they arrive to on time might drive recklessly might skip stops in order to get back on schedule 2 What happens if we pay bus drivers by the number of passengers they carry d Theories that WORK empirical support and practical utility i Job characteristics model 1 Motivation through the structure of work itself 2 We talke about this in the job attitudes lecture 3 Expanded and now called work design 4 Dimensions a Skill variety and challenge b Task identity and task significance c Autonomy and flexibility d Feedback and support e Ergonomics and comfort 5 Job enrichment a Altering a job to improve some or all of the job design dimensions b Practically you don t need to change all dimensions just do what you can e g just change task significance ii Goal setting theory 1 You are a machine sales rep on average you recruit 5 new clients each month a What goal will lead to the highest performance get as many new sales clients as you can get 6 new sales clients this month get 10 new sales clients this month get 100 new sales clients this month 2 Goals work by directing attention to the goal increasing effort level encouraging task persistence facilitating strategies to overcome hurdles 3 Assumes you have ability are committed and get feedback 4 Role of goal commitment a For goals to work individuals ust be committed to them b Increasing goal commitment i Make goals public rather than private ii Does participation matter iii What matter is is that individuals are given a reason to care 5 Is goal setting always helpful a Air traffic controller study b Setting performance goals while still learning complex tasks hurt performance c Setting performance goals when not in learning stage helped d Set learning goals as opposed to outcome goals in these situations III Self efficacy a A person s belief that hey are capable of doing the activities required by the job b Self regulation theories of motivation i Monitor behavior ii Seek feedback iii Responding to feedback iv Form beliefs about success of future endeavors