Chapter5FoundationsofEmployeeMotivation.pptx

FOUNDATIONS OF EMPLOYEE MOTIVATION
MHR 3020: ORGANIZATIONAL BEHAVIOR
Ruben Delgado, Ph.D., SPHR, SHRM-SCP, CCP, CPLP, CLRP
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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.