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Motivation: Energizing, Guiding, and Maintaining Behavior Towards Goals

Explore the concept of motivation in the workplace, including factors such as career resilience, identity, and insight. Discover the effects of reinforcement, rewards, and needs on motivation, and delve into process views of motivation such as expectancy theory. Lastly, learn about the importance of fairness in maintaining motivation.

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Motivation: Energizing, Guiding, and Maintaining Behavior Towards Goals

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  1. CHAPTER 5 Motivation

  2. Motivation is an internal force that energizes, guides, and maintains behavior toward a goal.

  3. Motivation and work • Defining motivation: energization, guidance, and maintenance • Career motivation: career resilience, career identity, career insight • career resilience: the ability to adapt to changing circumstances (maintenance) • career identity: the degree to which one defines oneself in terms of one’s work (direction) • career insight: the clarity of an individual’s career goals and self-insight (energization)

  4. Motivation and rewards: a double-edged sword • Reinforcement approaches • Stimulus, response, rewards • Contingent relationship (e.g., piece work, commissions) • Contingent and noncontingent reward systems (e.g., base pay plus commissions combines both) • Work quality and productivity • Quality of performance • Performance-based pay systems (e.g., profit sharing) • Intrinsic versus extrinsic motivation: high pay and stimulating work may be an optimal combination

  5. Reinforcement: Description and workplace example Stimulus An object or event that elicits a response Workplace example The presence of a supervisor Response A measure of performance Workplace example Productivity Reward Something valued by the employee Workplace example Pay

  6. Motivation and rewards: a double-edged sword • Reinforcement approaches • Stimulus, response, rewards • Contingent relationship (e.g., piece work, commissions) • Contingent and noncontingent reward systems (e.g., base pay plus commissions combines both) • Work quality and productivity • Quality of performance • Performance-based pay systems (e.g., profit sharing) • Intrinsic versus extrinsic motivation: high pay and stimulating work may be an optimal combination

  7. Needs and motivation: the essentials of work • Maslow’s need theory: from deficiency to growth • Need hierarchy: deficiency (biological) versus growth (psychological) needs • Deficiency needs: physiological and safety needs • Growth needs: social needs, esteem needs, and self-actualization needs • Maslow’s theory and motivation at work: the crucial links • Alderfer’s ERG theory: an alternative to Maslow? • Existence needs • Relatedness needs • Growth needs

  8. Maslow’s hierarchy of human needs

  9. Needs and motivation: the essentials of work • Maslow’s need theory: from deficiency to growth • Need hierarchy: deficiency versus growth needs • Deficiency needs: physiological and safety needs • Growth needs: social needs, esteem needs, and self-actualization needs • Maslow’s theory and motivation at work: the crucial links • Alderfer’s ERG theory: an alternative to Maslow? • Existence needs • Relatedness needs • Growth needs

  10. Process views of motivation: how does motivation work? • Expectancy theory: motivation follows from a set of beliefs (expectancy X instrumentality X valence = motivation) expectancy: behavior A leads to good performance instrumentality: good performance leads to a reward valence: the reward has value to me • Self-efficacy: the importance of believing in yourself (knowledge self-efficacy action)

  11. Expectancy theory: An overview Also important are: Skills and abilities Role perceptions Opportunities to perform one’s job Expectancy “If I work hard, I will perform well.” Instrumentality “If I perform well, I will get rewarded.” Valence “I value and want the reward.” Motivation “I am motivated to work hard.” X X =

  12. Process views of motivation: how does motivation work? • Expectancy theory: motivation follows from a set of beliefs (expectancy X instrumentality X valence = motivation) expectancy: behavior A leads to good performance instrumentality: good performance leads to a reward valence: the reward has value to me • Self-efficacy: the importance of believing in yourself (knowledge self-efficacy action)

  13. Self-efficacy Knowledge “I know how it’s done” Self-efficacy “I know that I can do it” Action “I will do it”

  14. Fairness and motivation • Social equity: input, outcomes, equity, and inequity • The overbenefited versus the underbenefited

  15. Equity at work: What you contribute versus what you get back in return YOU $100,000 1 ________ = ___ $1,000,000 10 SALES LEADER $200,000 1 _________ = ___ $2,000,000 10 BOSS’S NEPHEW $100,000 2 ________ = ___ $500,000 10 In this example, you and the sales leader are being treated equitably relative to each other, but you are both being treated inequitably relative to the boss’s nephew.

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