Chapter 7 Motivation 12 15 2014 Self Determination Theory achieve their goal Motivation the processes that account for an individual s intensity direction and persistence of effort toward attaining a goal Three key elements of motivation o Intensity describes how hard a person tries Element most of us focus on when we talk about motivation o Direction the orientation that benefits the organization Can be positive or negative o Persistence measure of how long a person can maintain effort Motivated individuals stay with a task long enough to Proposes that people prefer to feel they have control over their actions so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation People paid for work feel less like they want to do it and more like they have to do it Cognitive Evaluation Theory hypothesizes that extrinsic rewards will reduce intrinsic interest in a task Self Concordance considers how strongly peoples reasons for pursuing goals are consistent with their interests and core values Individuals should choose job for reasons other than extrinsic rewards managers should provide both intrinsic and extrinsic motivation Extrinsic Rewards o Pay for performance bonus o Eliminating them shifts employee s explanation for why she does work to an internal reason Intrinsic Rewards o Ability to solve problem meaningfulness of work o Can be augmented by extrinsic rewards Goal Setting Theory Says that specific and difficult goals with feedback lead to higher performance In addition to feedback goal commitment task characteristics and national culture influence the goals performance relationship o Goal commitment most likely to occur when goals are made public when the individual has and internal focus of control and when the goals are self set rather than assigned o Task characteristics goals themselves seem to affect performance more strongly when tasks are simple rather than complex well learned rather than novel and independent rather than interdependent when interdependent group goals are preferable o National culture Goal setting theory is culture bound and is well adapted to North American cultures where individual achievement and performance are most highly valued Research has not shown that group based goals are more effective in collectivists than in individualist cultures In collectivist and high power distance cultures achievable moderate goals can be more motivating than difficult ones Assigned goals appear to generate greater goal commitment in high than in low power distance cultures Management by Objectives MBO allows employees to paricipatively set goals that are tangible verifiable and measurable o Organization s overall objective are translated into specific categories for each succeeding level o Four ingredients common to MBO programs Goal specificity Participation in decision making Explicit time period Performance feedback o MBO programs are common in many business health care educational government and nonprofit organizations Self Efficacy Theory Individual s belief that he or she is capable of performing a task Also known as social cognitive theory or social learning theory The higher your self efficacy the more confident you have in your ability to succeed In difficult situations people with low self efficacy are more likely to lessen their effort or give up altogether while those with high self efficacy will try harder to master the challenge Individuals with high self efficacy seem to respond to negative feedback with increased effort and motivation while those low in self efficacy are likely to lessen their efforts after negative feedback Four ways self efficacy can be increased o Enactive Mastering gaining relevant experience with the task or job If you ve been able to do the job successfully in the past you re more confident you ll be able to do it in the future o Vicarious Modeling becoming more confident because you see someone else doing the task Most effective when you see yourself as similar to the person you are observing o Verbal Persuasion becoming more confident because someone convinces you that you have the skills necessary to be successful Best way to use this is through the Pygmalion effect Galatea effect believing something can make it true o Arousal leads to an energized state so the person gets psyched up and performs better But if task requires a steady lower key perspective arousal may hurt performance Intelligence and personality can also increase self efficacy Reinforcement Theory Takes a behavioristic view arguing that reinforcement conditions behavior Ignores the inner state of the individual and concentrates solely on what happens when he or she takes some action Operant conditioning theory the most relevant component of reinforcement theory argues that people learn to behave to get something they want or to avoid something they don t want o Operant behavior is influenced by the reinforcement or lack of reinforcement brought about by its consequences Behaviorism argues that behavior follows stimuli in a relatively unthinking manner o People learn to associate stimulus and response but their conscious awareness of this association is irrelevant Social learning theory the view that we can learn through both observation and direct experience o Assumes behavior is a function of consequences o People respond to the way they perceive and define consequences not to the objective consequences themselves Four processes determine models influence on an individual o Attention processes people learn from a model only when they recognize and pay attention to its critical features We tend to be most influenced by models that are attractive repeatedly available important to us or similar to us in our estimation o Retention processes a model s influence depends on how well the individual remembers the model s action after the model is no longer readily available o Motor reproductions processes after a person has seen a new behavior by observing the model watching must be converted to doing This process demonstrates that the individual can perform the modeled activities o Reinforcement processes individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided Positive reinforced behaviors are given more attention learned better and performed more often Equity Theory Organizational Justice Employees compare what they get from their jobs outcomes
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