Module 1 Motivation Extrinsic rewards can improve performance impair performance Capitalize on intrinsic interest in working Extrinsic Motivation Classic Reinforcement Theories Positive Reinforcement desired behavior emitted present attractive consequence desired behavior increases Give a dog a treat Negative Reinforcement undesired behavior expected threaten aversive consequence undesired behavior decreases Punishment undesired behavior emitted present aversive consequence undesired behavior decreases Catch the negative behavior early Punishment should follow negative behavior immediately Focus on negative behavior not on the individual Explain right way of doing things and how the behavior will be rewarded Praise in public punish in private Emphasize positive NOT negative use rewards more than punishment to establish better relationships Tell employees explicitly what s rewarded Specify what behavior would entail a full partial reward Make consequences equivalent to behavior Be consistent Do not reward all people equally create contingencies so employees can tell who is doing better Remember inverse relationship between monetary and nonmonetary rewards Expectancy Model EPO model Classic Skinnerian approach to motivation If you do I ll give you Doesn t work well Effort Performance SMART goals Outcome Reward SMART Specific Measurable Achievable Reasonable Time Equity Model Motivation results from A person s rewards to effort ratio Rewards include pay promotions security recognition autonomy etc Effort includes time reliability cooperation sharing resources etc Reward to effort ratios are not absolute but relative to peers Applications When people perceive they are under rewarded they lose motivation When people perceive they are over rewarded they become motivation When people perceive they are fairly rewarded they are motivated to work to standards Goals Goals can be too motivating People don t deviate from the goal No exceeding the goal No sense of the bigger picture No creativity Problems with extrinsic incentives Extinguish intrinsic motivation Diminish performance Crush creativity Crowd out good behavior Encourage shortcuts and unethical behavior They can become addictive They can foster short term thinking Discourages teamwork Ineffective after satiation of rewards When to use extrinsic incentives Mechanical skills When not to use extrinsic incentives rudimentary cognitive skills need creativity What to do for boring tasks Explain why is the task necessary Acknowledge that the task is boring Give autonomy Intrinsic Motivation Drivers of intrinsic motivation autonomy mastery purpose Maslow s Hierarchy of Needs Physiological Safety Love Belonging Esteem Self actualization The Satisfaction Progression Rule you don t start thinking about the higher levels until you satisfy the lower levels Hygiene Theory Two factor theory Some things help increase motivation others tend to demotivate Motivation factors more of these means more satisfaction Hygiene factors more of these does NOT mean more satisfaction but less of these means more dissatisfaction Hygiene Maslow Hygiene Salary Job security growth potential acceptance Motivation Factors Recognition responsibility advancement Complete psychic fulfillment Low motivation may result from Failure to understand new jobs or skills required Failure to see the relationship between effort and performance Failure to see relationship between performance and outcome Belief that the organization rewards are unfair Organizational impediments to performance Job Characteristics Model Give more responsibility autonomy meaningful task significance identity variety knowledge of results feedback high intrinsic motivation Task significance workers understand how the tasks they perform impact others relevance made clear Task identity workers see how the tasks they perform fit in with the whole product Task variety workers can engage in different activities that use many of their skills and talents Autonomy workers have the freedom to plan schedule and perform their jobs as they wish Feedback workers are provided with information about how well they are performing Module 2 Perception and Decision Making Perception and Social Judgement Internal Reasons inside of the individual mood procrastinator External Reasons outside of the individual the situation not enough time other people sickness problems at home Observation Interpretation Attribution Attribution Theory people attribute behaviors to internal and external factors Distinctiveness does the person behave differently in different situations High External Low Internal Consensus do others behave the same way in similar situations High External Low Internal Consistency does the person behave the same over time High not performing up to expectations Internal Low External Perceptual biases Gestalt Psychology people experience things holistically and this whole is not contained in the sum of its parts Eliminate complexity and unfamiliarity simplistic Proximity Objects near each other tend to be grouped together Continuity when items are group together we integrate them into perceptual wholes two single uninterrupted things Closure perceive objects as whole even when they are not complete Similarity group similar items together Fundamental attribution error underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others Actor Observer Differences the types of attributions made depend on whether they are the person acting or observing Observers have less information actor is most important Internal Actors has more information situation is most important External Selective perception selectively interpret what one sees on the basis of one s interests 3 background experience and attitudes same event can be construed differently Hostile Media Effect news is biased against them Can lead to difficulty in teams mergers acquisitions Halo effect global evaluation of a target influences how people evaluate target s attributes behaviors etc new information is interpreted as consistent with general evaluation Contrast effect perceptions are influenced by other things we have seen in the recent past especially when things are similar but different in a specific way Stereotypes judging someone based on the perception of the group they belong to Biases are often 1 wrong false beliefs 2 persist resist contrary evidence 3 create new