Transcript
CHAPTER 7
What is motivation?
• Effort
? Intensity
? Persistence
? Direction
? Goals
• Engagement
What motivates people?
• Needs
? Remember the determinants of satisfaction
How to motivate?
Employees need to see clear relationships between effort, performance, and desirable outcomes. Goals. To be treated fairly. Job design is a powerful motivator.
Expectancy
People are motivated to perform activities that they know they can accomplish and that lead to valued outcomes
3 core components
1. Expectancy
? Belief that effort -> performance
2. Instrumentality
? Belief that performance -> outcome
3. Valence
? Degree to which an outcome is valued
EXTRINSIC vs. INTRINSIC Motivation
Extrinsic
Motivated by what my performance will lead to
® More money
® A promotion
® Praise from others
® More job security
2. Intrinsic
Motivated by the work itself
® Personally meaningful work
® Work provides autonomy
® Work allows me to display my competence
® Work allows me to have impact
Goal Setting
• Goals are more motivating when:
? They are specific and measurable
? Time sensitive
? They are difficult - but not impossible
? People are committed to them
? Self-set goals, public statements and rewards
? People get feedback on their progress
• WHAT MAKES GOALS MOTIVATING? -midterm
• SMART goals
Goal Setting Theory
• Pitfalls of goal setting
? Goals narrow our focus
• We'll be less satisfied/motivated if we believe we got less than we deserve
? Perceived Equity
? The distribution of rewards among employees
· My outcomes/my inputs vs. others outcomes/others inputs
· Components
? Outcomes
? Inputs
? Comparison other
· Equity:
? My outcomes/my inputs = others outcomes/others inputs
· Under compensation - Inequity
? My outcomes/my inputs < others outcomes/others inputs
· Over compensation
? My outcomes/my inputs > others outcomes/others inputs
Ways to Restore Equity
· Modify
? Own I or O
? Comparison other's I or O
· Change the comparison other
· Leave the situation
Psychological Empowerment
P.228-231
Example MC Question
Which scenario would likely lead to the highest increase in seasoned interior designers' motivation to do their work still?
a) Being paid more than they think they deserve
b) Being paid less than they think they deserve
c) Being encouraged to do their best
d) Explaining to them how their performance would lead to higher pay
e) Being given the freedom to do their work the way they want
CHAPTER 8 – LEARNING AND DECISION MAKING
What is learning?
A relatively permanent change in knowledge, skill or behaviour that occurs due to practice or experience
What do employees learn?
Practical Skills
Intrapersonal Skills
Working on yourself
Meditation, mindfulness
Interpersonal
Between other people
Organizational Cultural Awareness
Explicit Knowledge <-> Tacit Knowledge
Operant Learning:
Behaviour -> Consequences
The "consequences" either
Increase the probability of behaviour OR
Decrease the probability of behaviour
INCREASING the probability of behaviour
Reinforcements- encourage good behaviour
Positive
Adding something positive after the behaviour
Negative
Removing something negative after the behaviour
DECREASING the probability of undesirable behaviour
Positive punishment
Adding or giving something negative after behaviour
Negative punishment
Removing something positive after the behaviour - removing privileges (parents)
Extinction
Removing a positive outcome that used to follow undesirable behaviour
SUMMARY
Positive and Negative reinforcement
Increase the likelihood of behaviour
Positive and Negative punishment, and extinction
Redue the likelihood of behaviour
Schedules of reinforcement
P.287-288
Goal orientation
290-291
CHAPTER 8
How do you know you trust another party?
TRUST:
Willingness to be vulnerable
Based on positive expectations that the other party has good intentions and actions
Disposition Based trust - Judgement/Personality
Rooted in personality
Do you have a strong (or weak) disposition to trust others?
To what extent do you disagree or agree that…
One should be very cautious with strangers?
Most experts tell the truth about the limits of their knowledge.
Cognition Based Trust - Experience - Rational
A person is deemed trustworthy when they provide evidence of…
Ability
Can I rely on this person' skills or knowledge?
Benevolence
Does this person want to do good for me?
Integrity
Does this person live by a desirable set of values/principles?
Affect Based Trust - Emotional
More emotional than rational
May supplement the other types of trust
Types of Trust over Time (TIME QUESTION)
NEW relationships - Disposition
MOST relationships - Cognition
FEW relationships - Affect
JUSTICE:
Employees want to be treated fairly
Being treated fairly increases trust in the other party
Four justice considerations:
Distributive justice
How fair are the outcomes of the decision?
Equity
Equity - Similar outcomes for the same input
EX. Finger at trump on bike. Fired. Man did the same thing. Not fired.
Equality
Need
EX. Scholarship based on financial situation
Procedural justice
How fair is the process that was used to make the decision?
Voice
Correctability
Consistency
You work on commission and so does your friend. You were hired at the same time, same organization, same background. After getting your first paycheck, you realize you friend makes a higher commission than you do.
Bias Suppression
Manager gives brown eyed people less time to complete tasks.
Representativeness
Accuracy
DISTRIBUTIVE vs. PROCEDURAL JUSTICE
When outcomes are favourable
Procedures matter less
When outcomes are NOT favourable
Procedures matter more
Interpersonal - Interactional justice
How fair is the interpersonal treatment?
How fair is the information communicated?
Justification
truthfulness
Informational - Interactional justice
