WOP 5

= concerns conditions responsible for variations in intensity , quality and direction of ongoing behaviour

amount of energy you put in something

the quality you put in it

and the focus/direction of your behaviour

why do we do what we do

fist theory anchored motivation in notions of instincts : Freud

"instinct" gradually replaced by terms like need , motive and drive : Maslow

behaviourist approach : Skinner

field theory : Lewin → group dynamics

1. people as machines
2. person as judge
3. peardon as intentional

1. people's behaviours and actions are reflexive and involuntary performed without conscious awareness
2. pushed by internal needs
3. pulled by environmental stimuli

individual seeks information about extent person and other perceived as responsible for positive and negative events

1. develops goals and plans

motivation is crucial for performance

one element that highly influences

performance = motivation x ability "minus" situational constrains

investigates whether satisfaction one experiences at work is affected by satisfaction one experiences in non work and vice versa

= relative stable feelings or beliefs directed towards specific person , group , ideas or jobs

include :

1. job satisfaction
2. organisational commitment
3. job involvement

consistent relationship exist between personality characteristics and performance motivation

neuroticism negatively related to performance motivation

conscientiousness positively related to performance motivation

1. Maslow's need theory
2. two hactor Herzberg
3. ERG theory Alfred
4. Reinforcement

internal mechanical theory

all humans have basic set of needs that express themselves over life span of individual as internal "pushes" or drives

the pyramid is not valid

1. Self actualisation needs : desire to develop capabilities to the fullest , or to become everything one is capable of becoming
2. Esteem needs : being respected for accomplishments or capabilities
3. Love/socialelongingness needs : desire to be accepted by others
4. Security needs : need to produce a secure , safety environment
5. Physiological needs: basic needs like food and water

employer needs to know at what need level individual worker operating

group of workers may all be functioning at different levels

two basic needs not 5

needs are independent no hierarchical

1. hygiene needs : physical and security
2. motivator needs : social , esteem and self actualisation

3 basic needs not 2 or 5

1. Existence
2. Relatedness
3. Growth

in regards to quick reward need

behaviour depends on 3 elements : stimulus , response and reward

contingent reward : reward depends on response

intermittent and continuous rewards : produce higher performance

1. Vroom's VIE theory
2. Dissonance theory
3. Equity model

1. Valence : strength of person's preference for particular outcome
2. Instrumentality : perceived relationship between performance and attainment of a certain outcome
3. Expectancy : perceived relationship between effort and performance

tension exists when individuals hold incompatible thoughts

assumes individuals always seek some sense of balance and will direct behaviour towards seeking and maintaining it

people always seek to have equity

look at world in terms of comparative inputs and outcomes

you either lower input or demand higher outputs

1. goal setting
2. Feedback loop
3. Sef efficacy

notion of goal as motivational force

distinction between goal acceptance and goal commitment

money → goal commitment

participation → goal acceptance

direction , intensity , persistance , strategies

important between knowledge and result and intermediate stages

based on feedback loop

individuals compare standard to an actual outcome and adjust their behaviour to bring outcome into agreement with standard

do you think you can do it ?

is a belief in one's capacity to perform a specific task or reach a specific goal

mastery experiences : look at the skill you feel you lack

modeling : look at other people who are good

social persuasion : be persuaded by people around you that are good

physiological states : calm , control etc

intentional key role in motivated behaviour

feedback is critical considering anything but simplest act at one point in time

theory should include element of person as scientist

theory should include concept of self assessment

some non cognitive element in the ultimate motivation theory

motivation can be measured

we use MTQ questionnaire

1. desire to learn
2. mastery
3. other referenced goals
4. competitiveness
5. worry
6. emotionality

contigent rewards
job enhancement
1. skill variety
2. task identity
3. task significance
4. autonomy
5. task feedback

Productivity Measurement and Enhancement System (ProMes)

utilises goal setting , rewards and feedback in increase motivation and performance

evidence shows significant gains in productivity following use of ProMES

= is **the act of doing something without any obvious external rewards**

= **rewards or other incentives — like praise, fame, or money — are used as motivation for specific activities**

= providing extrinsic incentives such as monetary rewards can undermine motivation

1. financial incentives
2. interpesonal support
3. acknowledgment for good work
4. making prograss
5. clear goals

1. autonomy
2. competence
3. relatedness

younger employees appear to be more 'me' oriented

today's workers value 'pride in work' less more than 1974 workers

work is less important now than 25 years ago

work becomes less idealised as workers age

= group of members who share birth years and significant life events

( e.g. baby boomers , gen X and gen Y )