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PERSONAL INVESTMENT THEORY. Damon Burton University of Idaho. PERSONAL INVESTMENT THEORY HISTORY. Maehr & Braskamp (1994) applied Achievement Goal Theory (AGT) to business Identified 8 major goals that define success and failure in business

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personal investment theory

PERSONAL INVESTMENT THEORY

Damon Burton

University of Idaho

personal investment theory history
PERSONAL INVESTMENT THEORY HISTORY
  • Maehr & Braskamp (1994) applied Achievement Goal Theory (AGT) to business
  • Identified 8 major goals that define success and failure in business
  • Developed the Inventory of Personal Investment (IPI) to measure key components of the theory.
personal investment
PERSONAL INVESTMENT
  • Investment is a business-oriented term for motivation.
  • Individuals may have multiple incentives or goals that they are trying to attain in any business situation.
  • Incentives interact with (a) sense-of-self variables that define traits that influence motivation, and (b) perceived options or the other alternatives you have to meet important incentives.
  • The importance of different investment options may vary according to situational and contextual factors.
personal incentives
PERSONAL INCENTIVES
  • Personal incentives are business-oriented terms for goals.
  • Individuals may have multiple incentives or goals that they are trying to attain in any business situation.
  • The more incentives individuals are striving to attain in a situation, the generally higher the motivation and the more resilient to failure and adversity.
  • The importance of different SOS variables may vary according to situational and contextual factors.
8 personal incentives
8 PERSONAL INCENTIVES
  • Competition,
  • Power,
  • Excellence,
  • Task Involvement,
  • Affiliation,
  • Social Concern,
  • Recognition, and
  • Financial Rewards.
8 personal incentives1
8 PERSONAL INCENTIVES
  • Competition – gaining satisfaction & feeling positive about yourself when you win. Competitive & like to win.
  • Power – seeking out & enjoying positions of leadership & authority. Confident working with others and trust intuitions in making judgments.
  • Excellence – continually thinking of ways to improve, working hard & enjoying solving problems.
  • Task Involvement – totally involved in what they are doing, regard work as exciting & fun, like challenges and enjoy solving challenging problems.
8 personal incentives2
8 PERSONAL INCENTIVES
  • Affiliation – liking to be in the company of friends, enjoy helping others, and are friendly, trusting and show affection for others.
  • Social Concern – gain satisfaction by sacrificing personal gains for others, committing themselves to social and civic causes and follow “golden rule.”
  • Recognition – want recognition for what they do & work harder when receiving recognition. Want respect from co-workers, and do best work when others encourage them and praise them.
  • Financial Rewards – value money, seek positions that provide bonuses and extra income. Money is an indicator of success & monetary rewards prompt best work.
sense of self variables
SENSE-OF-SELF VARIABLES
  • Sense-of-self (SOS) variables are personality traits that influence motivation.
  • Individuals may be strong on some SOS variables and weak on others.
  • The more SOS variables that are strong, the generally higher the motivation and the more resilient to failure and adversity.
  • The importance of different SOS variables may vary according to situational and contextual factors.
3 sense of self variables
3 SENSE-OF-SELF VARIABLES
  • Competence,
  • Self-Reliance, and
  • Goal-Directedness.
3 sense of self variables1
3 SENSE-OF-SELF VARIABLES
  • Competence – determined by (a) consistently achieving one’s goals & (b) taking credit for that success as indictive of one’s skills or personally desirable attributes.
  • Self-Reliance -- taking responsibility for pursuing and achieving one’s goals.
  • Goal-Directedness – consistently & enthusiastically pursuing one’s chosen goals.
perceived options
PERCEIVED OPTIONS
  • Perceived options are a way to operationalize alternate choices or goal opportunities.
  • Individuals may have different types of perceived options in different situations.
  • The more perceived options, the generally lower the motivation for the task at hand and the less resilient one is towards failure and adversity.
  • The importance of different perceived options vary according to situational and contextual factors.
2 perceived options
2 PERCEIVED OPTIONS
  • Organization advancement, and
  • Marketability.
2 perceived options1
2 PERCEIVED OPTIONS
  • Organizational advancement – extent to which employees feel that they can advance in the organization & are not stuck in their current jobs.
  • Marketability – extent to which employees perceive that they can find good alternative jobs or career opportunities and feel positive about their future.
enhancing personal investment
ENHANCING PERSONAL INVESTMENT
  • Person-focused strategies
  • Job-focused strategies
  • Organization-focused strategies
person focused strategies
PERSON-FOCUSED STRATEGIES
  • Selecting motivated people
  • Placement of putting the right person in the appropriate job
  • Developing new goals and sense-of-self variables in individuals.
job focused strategies
JOB-FOCUSED STRATEGIES
  • change job itself
  • change larger organizational network in which the job is performed
    • social aspects
    • inherent attractiveness
    • evaluation
organization focused strategies
ORGANIZATION-FOCUSED STRATEGIES
  • establishing & communicating a mission
  • establishing salient goals
  • concern for individual in the organization
  • delegate power
  • identify and reward excellence
which incentives are most helpful
WHICH INCENTIVES ARE MOST HELPFUL?
  • Which of these personal incentives are more personally controllable and thus make success easier to attain?
  • Which personal incentives are less personally controllable and thus make success harder to attain?
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Use Personal Investment Theory to profile Brett Favre’s motivation to play football for the Minnesota Vikings next season.

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