Contemporary Leadership Review Exam 2 Chapter 8 Motivation forces that encourage individual to pursue an outcome goal or activity with persistence Intrinsic rewards internal satisfaction a person receives in the process of performing a particular action Extrinsic reward given by another person typically a supervisor and Include pay raise and promotion System wide rewards rewards that apply the same to all people with in an organization or within a specific category or department Extrinsic system wide ex Insurance plan or vacation time Intrinsic reward in system wide pride in being part of a winning organization Individual rewards rewards that differ among individuals with in the same organization or department Extrinsic large merit increase Intrinsic feeling of self fulfillment Intrinsic rewards appeal to the higher needs of people Such as accomplishment competence fulfillment Extrinsic rewards appeal to the lower needs of people Material comfort basic safety and security Needs are the source of a internal drive that motivates behavior to fulfill the needs Maslow s hierarchy of needs theory proposes that humans are motivated by multiple needs and those needs exist in hierarchical order Physiology safety and belong are deficiency needs These low order needs take priority and must be done before higher order is activated The order goes as is 1 Physiological needs food shelter water paycheck low needs 2 Safety security stability freedom from threats insurance plan low 3 Social belongingness interaction affiliation friendships events teams 4 Esteem power status promotion high needs 5 Self actualization being the best you can be in long run opportunities for advancement long term high Herzberg 2 factor theory His finding suggested that the work characteristics associated with dissatisfaction were quite different from those pertaining to satisfaction which prompted the notion that the 2 factors influence work motivation Center of scale is neutral neither satisfied or dissatisfied 2 dimensions contribute to an employees behavior at work o First dimension Hygiene factors involves the presence or absence of job satisfiers relationships Pay working conditions company policy and interpersonal These factors were in a lower level of needs The correction of these will not cause a high level of enthusiasm or satisfaction o Second dimensions does influence job satisfaction Motivators Fulfill higher level needs achievement recognition responsibility and opportunity to grow These must be in place for employees to be happy and motivated The implication of this theory is clear people have multiple needs and the leaders role is to go beyond the removal of dissatisfiers to the use of motivators to meet higher level needs and propel employees toward greater enthusiasm and satisfaction Acquired Needs theory Developed by David McClelland This theory proposes that certain types of needs are acquired during an individual s life time meaning people are not born with these needs but they may learn them through out life experiences There are 3 needs o Needs of affiliation to desire to form close personal relationships avoid conflicts and establish warm relationships People for high need of this are integrators o Needs for achievement desire to accomplish something difficult attain a high standard of success master complex tasks and surpass others o Need for power the desire to influence or control others be responsible for others and have authority over others Need for high power is often associated with successful attainment Needs based theories focus on underlying needs that motivate how people behave Leaders can work to meet follower s needs and hence elicit appropriate and successful work behaviors Reinforcement theory looks at the relationship between behavior and its consequences by changing or modifying followers on the job behavior through the appropriate use of immediate rewards or punishment Theory is founded on law of effect o Positively reinforced behavior will be repeated o Behavior that is not reinforced tends to be repeated Behavior modification is the name given to a set of techniques by which reinforcement theory is used to modify behavior Positive reinforcement administration of a pleasant and rewarding consequence immediately following a desired behavior o Ex immediate praise o Most valued rewards involved praise and manager support and involvement Negative reinforcement avoidance learning withdrawing an unpleasant consequence once a behavior is improved thereby encouraging and strengthen desired behavior o Ex Boss who nags or constantly reminds employee who is goofing off and then stops the nagging when the employee stop o Not effective because people try to avoid consequence aka avoidance learning discourage Punishment imposition of unpleasant outcomes on an employee in order to o Ex Boss in other example makes goofy employee do a difficult task for the rest of afternoon o Punishment is controversy because it fails to indicate correct behavior Extinction is withholding of something positive such as leader attention praise or pay raises With this undesirable behavior is essentially ignored The idea is that behavior that is not reinforced with positive attention and rewards will gradually disappear Facts Leaders can apply reinforcement theory to influence the behavior They can reinforce behavior after each and every occurrence which is called continuous reinforcement Or they can choose to reinforce behavior intermittently which is referred as partial reinforcement With this reinforcement the desired behavior is reinforced often enough to make the employee believe the behavior is worth repeating even though the behavior is not rewarded every time its demonstrated Research found this to be the MOST EFFECTIVE behavior over an extended time periods for maintaining Process theories Expectancy theory suggests that motivation depends on individual s mental expectations about their ability to perform task and receive desired rewards Associated with the work of Victor Vroom Theory is based on the relationship among the individuals effort the possibility of high performance and the desirability of outcomes following high performance The E P expectancy effort performance o Will putting effort into the task lead to desire performance o For this to be high individual must have ability pervious experience tools info The P O instrumentality o Will high performance lead to desire out come o If this high