Forum: Discussion 4 – Dan Pink and Motivation and Performance
Rain Ashbell
OB-PPT-Chapter7-WorkMotivationforPerformance3.pptxWork Motivation for Performance
Organizational Behavior
Organizational Behavior by OpenStax, 2019
1
Welcome to Chapter 7 – Work Motivation for Performance from our Organizational Behavior textbook
1
Learning Objectives
Define motivation and distinguish direction and intensity of motivation.
Describe the content theories of motivation and compare & contrast the main content theories, including manifest needs theory, learned needs theory, Maslow’s hierarchy of needs, Alderfer’s ERG theory, and Herzberg’s motivator-hygiene theory.
Describe the process theories of motivation and compare & contrast the main process theories, including operant conditioning theory, equity theory, goal theory, and expectancy theory.
Describe the modern advancements in the study of human motivation.
Organizational Behavior by OpenStax, 2019
2
The four leaning objectives for this chapter are…
Define motivation and distinguish direction and intensity of motivation.
Describe the content theories of motivation and compare & contrast the main content theories, including manifest needs theory, learned needs theory, Maslow’s hierarchy of needs, Alderfer’s ERG theory, and Herzberg’s motivator-hygiene theory.
Describe the process theories of motivation and compare & contrast the main process theories, including operant conditioning theory, equity theory, goal theory, and expectancy theory.
Describe the modern advancements in the study of human motivation.
2
Contents
Motivation: Direction and Intensity
Content Theories of Motivation
Process Theories of Motivation
Recent Research on Motivation Theories
Organizational Behavior by OpenStax, 2019
3
The chapter is organized into four sections that align with the learning objectives…
Motivation: Direction and Intensity (defining motivation and work motivation)
Content Theories of Motivation (which focus on what motivates people)
Process Theories of Motivation (which focus on how people become motivated)
Recent Research on Motivation Theories (we will do a deeper dive on the leading content theory, Two Factor; and the leading process theory, Expectancy); finally…
…we will also touch on the TedTalk, ‘The puzzle of motivation’, by Dan Pink.
3
Motivation: Direction and Intensity
Organizational Behavior
Organizational Behavior by OpenStax, 2019
4
In Motivation, we will discuss the Direction and Intensity components of motivation, as well as work motivation
4
Motivation
Motivation is a force within or outside of the body that energizes, directs, and sustains human behavior
Direction is what a person wants to achieve, what they intend to do
Intensity is how hard people try to achieve their targets
Work motivation is the amount of effort a person exerts to achieve a certain level of job performance
5
Organizational Behavior by OpenStax, 2019
Motivation is the force or energy that directs and sustains behavior; and is a key element to successful performance. Let’s take this course for example. Some students will have significant mental abilities, such as high linguistic skills, that will make it easier for them to read, write and retain course information. In other words, the class will be easier for them. In addition, some students will be highly motivated to do well, either as a need to earn a high grade or a belief in the value of the content. It is the interaction of both ability and motivation that leads to truly exceptional performance.
For motivation, Direction is what a person wants to achieve or what they intend to do…that is, it is the choice (for example, let’s assume I wanted to get in better shape…should I run or walk, lift weights or practice Thai chi, join a gym, a dojo, or a yoga studio? Do I go for six-pack abs or just to be able to walk a flight stairs without getting winded? There are all choice points and examples of direction).
Intensity, on the other hand, is how hard people try to achieve their targets…that is, the amount of energy (continuing the ‘get in shape’ example, if I decide to walk or run, then how fast, how far, and how often? Is 20 minutes at 3 mph on the treadmill, a couple of times a week sufficient; or do I need to run at 5 mph for an hour five times per week? These are examples of intensity).
Now, Work motivation is the direction and intensity of tasks an employee engages in to obtain a certain outcome. Let’s assume you are running a training seminar on diversity in the workplace. Are you going to lecture, show videos, foster a discussion, or use cases? Once you decide the direction, then how much time and energy do you put into preparing? Do you just grab the first item you find from a quick google search, or do you spend hours researching, planning and preparing the most impactful seminar you can manage? For work motivation, the key for managers is to try get employees toward the latter, rather than the former on intensive tasks that are deemed valuable by the organization.
5
Content Theories of Motivation
Organizational Behavior
Organizational Behavior by OpenStax, 2019
6
In Content Theories of Motivation, we will discuss needs and provide an overview of the major content theories of motivation
6
Content Motivation
Content motivation theories focus on the content of what motivates people
Need is a human condition that becomes “energized” when people feel deficient in some respect
Manifest need is whatever need is motivating us at a given time
Latent need cannot be inferred from a person’s behavior at a given time, yet the person may still possess that need
Major Content Theories:
Murray’s Manifest Needs Theory
McClelland’s Learned Needs Theory
Maslow’s Hierarchy of Needs
Alderfer’s ERG Theory
Herzberg’s Motivator-Hygiene Theory
Organizational Behavior by OpenStax, 2019
7
Content motivation theories focus on what motivates people, based on needs (or what energizes behavior when we feel deficient)…for example, when we are hungry, we eat; when we are tired, we sleep…those are needs that energize behavior to meet those needs.
In general, we have Manifest needs (that is, whatever need is motivating us at a given time); and Latent needs (that is, harder to infer, but still there; such as a need for sushi or desire to go to bed at a specific time). A good example is hiking…when I go with my son, who is 12, we both get tired, but his need to rest is very manifest (often complaining, slowing his pace, or dragging his feet), where mine is more latent (as I have to model the behavior I want, so even if I’m tired, I try not to show it).
The Major Content Theories are…
Murray’s Manifest Needs Theory – which discuses primary (or physiological) needs, such as being tired; and secondary (or psychological) needs, such as wanting to preserve even when tired
McClelland’s Learned Needs Theory – which focuses on three needs, (1) the need for achievement (to excel at tasks, eps. tasks that are challenging); (2) the need for affiliation (or maintaining friendly relationships with others); and (3) the need for power (or control, especially over other people)
Maslow’s Hierarchy of Needs – is a pyramid, in which lower level needs are generally satisfied before higher level needs, starting with (1) physiological and survival needs; then (2) safety and security needs; then (3) social needs; then (4) ego and esteem needs; and finally, at the top the pyramid (5) self-actualization
Alderfer’s ERG Theory – simplifies Maslow and clarifies the dynamics between the three category of needs (1) existence (which includes physiological and safety); (2) relatedness (which includes social and esteem); and (3) growth (or actualization)
Finally, Herzberg’s Motivator-Hygiene Theory – which we will consider in more detail later, focuses on two distinct set of needs. (1) the first set are “motivators” (or growth needs), which relate to the jobs we perform; and (2) the second set are “hygienes” (or existence needs), relating to the work environment
7
Process Theories of Motivation
Organizational Behavior
Organizational Behavior by OpenStax, 2019
8
In Process Theories of Motivation we will discuss how people become motivated and review the major process theories of motivation
8
Process Motivation
Process motivation theories address how people become motivated
Process theories of motivation try to explain why behaviors are initiated
Major Process Theories:
Operant Conditioning Theory
Equity Theory
Goal Theory
Expectancy Theory
Organizational Behavior by OpenStax, 2019
9
Process motivation theories address how people become motivated, that is the process by which we chose a direction and engage in a level of intensity (for example, why wait in line for an hour to get In N Out, instead of just a few minutes at McDonalds; or work hard in you economics class but not in your management class)…process motivation helps to explain why specific behaviors are initiated and sustained.
The major Process theories are…
Operant Conditioning Theory – whereby we learn to behave because of consequences that resulted from our past behaviors, which involve three steps (1) a stimulus; (2) a response; and (3) a consequence. For example, let’s consider the discussion assignments (a stimulus), that you work hard to apply course concepts to a real-world experience (your response), and then you get positive reinforcement from the instructor, in the form of a perfect score (the consequence). The theory assumes, when presented with a subsequent discussion assignment, that you would again work hard to try to receive the same outcome. Of course, the opposite is also true, that if the stimulus and response resulted in a poor grade, then you are likely to adapt your response on the next assignment.
Equity Theory – deals with the concept of fairness, whereby we assess our inputs (or contributions) and our outcomes (or rewards) against the inputs and outcomes of others (called a referent). When the inputs and outcomes are balanced, then we perceive equity, but when they are out of balance, then we may adjust inputs, change outcomes, compare to a different referent, or leave the organization. For example, let’s say you know you work harder and are more effective in your job than a co-worker, but you also learn the co-work makes more than you…so what do you do? You may work less, ask for more money, or perhaps justify the inequity (for example, perhaps the other co-worker has seniority, having been there longer), or you may leave and find another job in another organization.
Goal Theory - states that people will perform better if they have difficult, specific, and accepted goals. That is, goals should be challenging (but not impossible), be specific rather than vague, and have the autonomy to either set the goal themselves or accept the goal as a legitimate outcome. For example, back to the getting in shape example. For me to train for a half marathon may be challenging, but not impossible, but training for the Ironman Triathlon is probably too much of a reach). Being specific, such as a race that is 15-weeks away, with the goal of finishing the race vs. just wanting to get in better shape at some point in the future. And accepting the goal, which is easier if I set it, rather than it was imposed on me by someone else, and I lacked goal commitment.
Finally, Expectancy Theory – which we will consider in more detail later, which looks at the effort-performance relationship (called expectancy), the performance-outcome relationship (called instrumentality), and the value of the outcome (called valence)
9
Recent Research on Motivation Theories
Organizational Behavior
Organizational Behavior by OpenStax, 2019
10
In Recent Research on Motivation Theories, we will focus on the leading content theory, Two Factor; and the leading process theory, Expectancy
10
Two Factor Theory
Intrinsic Motivators (Satisfaction)
Good feelings are associated with the job itself
When present, will be satisfied
Achievement, recognition, work itself, responsibility, advancement, and growth
Extrinsic Hygiene (Dissatisfaction)
Bad feelings are associated with the environment
When adequate, will not be dissatisfied
Policies, supervision, conditions, compensation, relationships, status, and security
Organizational Behavior by OpenStax, 2019
11
The leading content theory, Herzberg’s Two Factor (or Motivator-Hygiene) Theory…
Looks at motivation as two distinct set of needs.
intrinsic motivators (or growth needs), focus on the feelings of satisfaction associated with the work itself (such as achievement, recognition, advancement, and growth), and if met, then we are satisfied; and
extrinsic hygiene factors (or existence needs), focus on the feelings of dissatisfaction associated with the work environment (such as policies, supervision, relationships, compensation, and security), and if met, then we are NOT dissatisfied.
In other words, jobs that have both intrinsic motivators and extrinsic hygiene factors, means there is satisfaction AND no dissatisfaction. Satisfaction relates more to performance (esp. with non-programmed or creative tasks), while dissatisfaction impacts our commitment to the organization. (although it can be used to provide short-term motivation for programmed or non-creative tasks)
Think about the job you have now….if you like the work, then you are satisfied, that is, motivated to perform; but if you feel the conditions are poor (such as the management, co-workers, or pay), then you will be dissatisfied, and will probably leave the organization or provided minimal effort outside the core job tasks you enjoy
11
No Satisfaction
No Dissatisfaction
Satisfaction
No Dissatisfaction
No Satisfaction
Dissatisfaction
Satisfaction
Dissatisfaction
Expectancy Theory
Individuals choose actions and exert energy based on the perceived probability of achieving valued outcomes
Expectancy – effort will lead to performance
Instrumentality – performance will lead to reward
Valence – preference for the reward
Organizational Behavior by OpenStax, 2019
12
The leading process theory, Vroom’s Expectancy Theory…
Looks at motivator as a relationship between effort and performance (expectancy), performance and outcome (instrumentality), and the value of the outcome (valence)
For example, for a class assignment, do you believe your effort will lead to you doing well on the assignment (expectancy), and to you believe that doing well on the assignment will translate into a good grade (instrumentality), and do you value the grade as a reward (valence)?
I remember taking language classes (both French and Italian) and in both cases it was the same result in terms of my motivation. I believed that no matter how hard I tried I could now do well in the class, and that even small successes would not be recognized or rewarded, and at the end of the day, learning the language or even getting anything other than a passing grade was no longer of value for me…hence my poor motivation and my poor performance.
12
Expectancy
Instrumentality
Valence
Dan Pink The puzzle of motivation
Organizational Behavior
https://www.ted.com/read/ted-studies/management
13
Dan Pink, ‘The puzzle of motivation’, Sep 2013
Finally, let’s consider the TedTalk by Dan Pink, on the puzzle of motivation…
13
The puzzle of motivation
Extrinsic motivators – 20th century tasks
Candle problem for dummies – mechanical skill
Incentive based
Intrinsic motivators – 21s century tasks
Candle problem for creativity – cognitive skill
Autonomy, Mastery, and Purpose based
14
In the puzzle of motivation…Dan Pink outlines the problem with using extrinsic hygiene factors to try to encourage performance on creative (or non-programmed decisions), such as the candle problem. Although incentives can be helpful for short term gains in programmed or routine tasks, esp. those that require physical abilities, such as correctly stocking a shelf in a short period of time; it does not work well when we consider more non-programmed, creative problems that requires more higher order mental abilities, such as planning a meaningful and impactful classroom learning experience, and in fact, may actually hinder our performance. For these creative types of tasks that rely on cognitive skills, what works well is having some level of autonomy, developing mastery, and seeing purpose in the job that truly inspires and leads to high levels of motivation.
When I managed employees, never in my career, did giving someone a raise increase their performance, ever. But what did help performance, was letting employees have discretion on their work, providing opportunities to develop and practice skills, and to let them conduct jobs that had meaning for themselves and the organization…those intrinsic motivators, those that brought satisfaction, where what were truly motivating.
And that concludes the presentation for Chapter 7 – Work Motivation and Performance.
14
