Chapter5FoundationsofEmployeeMotivation.pptx

    0

    FOUNDATIONS OF EMPLOYEE MOTIVATION

    MHR 3020: ORGANIZATIONAL BEHAVIOR

    Ruben Delgado, Ph.D., SPHR, SHRM-SCP, CCP, CPLP, CLRP

    1

    Background design is of Cal Poly Pomona logo

    LEARNING OBJECTIVES

    Upon completion of this lecture/discussion, you will be able to:

    define employee motivation and engagement.

    differentiate between drives and needs.

    compare and contrast between Maslow’s Hierarchy of Needs and Learned Needs Theory.

    identify and list 8 motivational theories.

    describe 8 motivational theories.

    EMPLOYEE MOTIVATION AND ENGAGEMENT

    Employee motivation

    The forces within a person that affect the direction, intensity, and persistence of voluntary behavior

    Employee engagement

    Employee’s emotional and cognitive motivation, particularly a focused, intense, persistent, and purposeful effort toward work-related goals

    DRIVES AND NEEDS

    MASLOW’S NEEDS HIERARCHY THEORY

    INTRINSIC AND EXTRINSIC MOTIVATION

    Intrinsic motivation

    Motivated to do an activity for its own value—needs directly fulfilled

    Related to drives for competence and autonomy

    Extrinsic motivation

    Motivated to receive something beyond own control—needs indirectly fulfilled

    Three forms of extrinsic motivation

    Extrinsic motivators seldom undermine intrinsic motivation

    LEARNED NEEDS THEORY

    Needs can be strengthened or weakened (learned) through self-concept, social norms, past experience

    Three learned needs studied in research

    Need for achievement (nAch)

    Need for affiliation (nAff)

    Need for power (nPow)

    FOUR-DRIVE THEORY OF MOTIVATION

    EXPECTANCY THEORY OF MOTIVATION

    A-B-Cs OF BEHAVIOR MODIFICATION

    FOUR OB MODIFICATION CONSEQUENCES

    positive reinforcement

    negative reinforcement

    punishment

    extinction

    SOCIAL COGNITIVE THEORY

    Learning behavior outcomes

    Observing consequences that others experience

    Anticipate consequences in other situations

    Behavior modeling

    Observing and modeling behavior of others

    Self-regulation

    Engaging in intentional, purposive action

    Setting goals and standards, anticipating consequences

    Reinforcing one’s own behavior (self-reinforcement)

    GOAL-SETTING THEORY

    Specific – What, how, where, when, and with whom the task needs to be accomplished

    Measurable – how much, how well, at what cost

    Achievable – challenging, yet accepted (E-to-P)

    Relevant – within employee’s control

    Time-framed – due date and when assessed

    Exciting – employee commitment, not just compliance

    Reviewed – feedback and recognition on goal progress and accomplishment

    EQUITY THEORY

    THE END…

    Comments.

    Questions.

    Concerns.

                                                                                                                                      Order Now