Ob Mod 3 Motivation

Front 1

A content
theory of motivation

Back 1

specifies those human needs which activate behaviours
aimed at need reduction. Therefore, a content theory of motivation answers the
question: ‘What specific needs cause motivation?’

Front 2

A process theory

Back 2

explains how behaviour is stimulated, directed, sustained, or stopped. Process
theories inject the importance of human perceptions of environments in explaining
motivation. The process theories of motivation show how human beings weigh
the importance (value) of incentives and how intention (motivation) occurs

Front 3

List content theories

Back 3

Maslow, Herzberg

Front 4

List Process theories

Back 4

Equity theory, Expectancy

Front 5

Maslow hierarchy

Back 5

physiological, safety, belongingness, esteem, self actualization

Front 6

Self-actualisation

Back 6

5th The need to reach one’s fullest
potential
An engineer uses all of his design
skills to create a new subcomponent

Front 7

Esteem

Back 7

4th Maslow need- The need to feel good about oneself
and one’s abilities; and to be
respected by others and to receive
their approval
Company promotes deserving
managers and recognises employees
with awards

Front 8

Belongingness

Back 8

3rd The need to experience social interaction,
friendship and love
Having and sustaining good relations
with co-workers, supervisors,
being a member of a cohesive work
team and being a part of social
functions at work

Front 9

Safety

Back 9

Maslow 2nd Need - for security, stability and a
safe work environment
Having good job benefits, safe
working area and job security

Front 10

Physiological

Back 10

1st Food, water, shelter and clothing
to ensure survival
Guaranteed minimum pay level
that is sufficient to provide basic
necessities

Front 11

6 notes on Maslow hierarchy

Back 11

• A satisfied need ceases to motivate behavior at that need level.
• Unsatisfied employee needs lead to undesirable outcomes at work. Unsatisfied needs create perceived inequity for employees. When this condition persists employee’s job satisfaction decreases.
• People are assumed to have a need to grow and move up the need hierarchy. All humans self-actualize in some way, however not everyone does it at work.
• Needs are not usually satisfied completely. Individuals usually can satisfy more, lower order needs than higher order. In organizations the lower order needs are generally satisfied with money, the higher order ones by social interactions and the design of meaningful jobs.
• Unless physiological needs are satisfied, higher order needs cannot come into play.
• As employees move through their careers , their needs pattern shifts to higher order needs

Front 12

Hygienes

Back 12

are contextual factors that, if not present, lead to the impoverishment of the employee’s job. Employees experience job frustration and stress if their jobs have few hygienes

Front 13

Improve hygiene factors and

Back 13

Employees might experience short increases in job satisfaction hygiene factors are improved, but will take them for granted again after a relatively short period of time

Front 14

What happens when hygienes are removed?

Back 14

job satisfaction plunges

Front 15

Motivators

Back 15

are factors that raise job satisfaction and performance in the long run. They are related to the employee-job interaction and are job-centered characteristics.

Front 16

Describe the focus differences of Maslow and Herzberg

Back 16

Herzberg is concerned with job and organizational sources of job satisfaction and dissatisfaction. Maslow focuses on human needs which encompass a variety of life situations, one of which is work. Herzberg’s model is a specific application of Maslow’s hierarchy to work.

Front 17

Negative inequity

Back 17

(Equity Theory) perceived when the employee feels that he receives relatively fewer rewards for his effort that others.

Front 18

Positive inequity

Back 18

perceived when an employee feels that he receives relatively more rewards for his efforts that others.

Front 19

To restore equity an employee might:

Back 19

1. Change work inputs and reduce performance efforts to eliminate negative inequity
2. Change the outcomes received (e.g. ask for more responsibility to reduce positive inequity)
3. Exit the circumstance (e.g. leave job)
4. Change the people that are used for comparison
5. Mentally distort or alter the comparison
6. Take a decision to alter the inputs or outcomes of the comparison ‘other’ (e.g. get the other to work less hard)

Front 20

Expectancy Theory

Back 20

Behavior is always purposeful and goal directed. Behavior must be understood in terms of the probabilities that a certain behavior will lead to outcomes valued by the individual.

Front 21

Valence

Back 21

defined as the personal attractiveness of different outcomes. If an outcome has a high personal valence, an individual is attracted to behaviors that make that outcome more likely.Expectancy Theory

Front 22

First-level outcomes

Back 22

(Expectancy Theory) results of expending effort in some way (e.g. job performance, leaving a position) and are important for organizations

Front 23

Second-level outcomes

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(Expectancy Theory) - the result of achieving (or not achieving) the first level outcomes (e.g. getting a promotion, receiving recognition). Employees assign valence to each type of outcome.

Front 24

Instrumentality

Back 24

Expectancy theory - the personal believe that first-level outcomes lead to second-level outcomes.

Front 25

Expectancy

Back 25

(Expectancy theory)-is the subjective belief that a given level of effort will lead to a first level outcome on the job.

Front 26

Behavior Modification (B Mod) posits

Back 26

that behavior is a function of its consequences.

Front 27

Operant Conditioning

Back 27

BMod-Reinforcement which modifies behavior through it’s consequences

Front 28

Law of effect

Back 28

BMod-Tendency of an individual (operant) to repeat behaviors that cause favorable consequences and not to repeat behaviors that cause unfavorable consequences

Front 29

Positive/negative reinforcers

Back 29

BMod-Favorable/unfavorable or pleasant/unpleasant consequences

Front 30

Positive reinforcement

Back 30

Strengthening a behavior by occurrence of a positive consequence

Front 31

Negative reinforcement

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BMod-Strengthening a behavior by removing an unpleasant consequence

Front 32

Punishment

Back 32

Weakening a behavior by occurrence of an unpleasant consequence

Front 33

Extinction

Back 33

Weakening a behavior with the occurrence of a neutral consequence or removal of a positive consequence

Front 34

Behavioral shaping

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BMod-Structuring of reinforcements, punishment, and extinction to achieve successively closer and closer approximations of the desired behavior

Front 35

Stretching the ratio

Back 35

BMOD-Lowering the rate of reinforcements accompanying the behavior

Front 36

Schedules of Reinforcement

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continuous, partial

Front 37

Continuous

Back 37

BMod schedule of reinforcement- Consequence follows directly after each response

Front 38

Partial

Back 38

BMod-Consequence does not follow every response

Front 39

Partial reinforcement schedules

Back 39

Fixed ratio (FR)Variable Ratio (VR)Fixed Interval (FI)Variable Interval (VI)

Front 40

Fixed ratio (FR)

Back 40

fixed number of behaviors must occur before reinforcement occurs

Front 41

Variable Ratio (VR)

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A variable number of behaviors (around some average number) must occur before reinforcement

Front 42

Fixed Interval (FI)

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After a given amount of time has elapsed, reinforcement occurs

Front 43

Variable Interval (VI)

Back 43

After a variable amount of time (varying around some average time) has elapsed, reinforcement occurs.

Front 44

what rewards should not be stretched?

Back 44

financial...breeds distrust of management

Front 45

BMod Supporters believe (OMIF)

Back 45

• It focuses on observable behavior instead of intangible individual differences
• No manipulation occurs when employees participate in the behavior modification
• It improves employees instrumentalities
• Employees receive higher quality feedback about their performance

Front 46

Bmod Opponents believe (RDMC)

Back 46

• It undermines employees respect and dignity
• It makes organizations more manipulative and exploitative
• It makes employees dull an de-humanized extensions of the machines that they operate
• It oversimplifies work behavior and erodes employee creativity

Front 47

Managers do not like to talk about punishment because it implies that:

Back 47

1. they have hired the wrong employee
2. the work environment they help create is less than ideal
3. they and their organization treat their employees badly

Front 48

Reasons for not using punishment:

Back 48

1. For it to be effective managers must closely watch employee’s behavior
2. Punishment does not eliminate unwanted behavior, but just suppresses it temporarily until the punisher is removed.
3. Employees become anxious, fearful, less creative, hostile and may reject delegated responsibility

Front 49

Alternatives to using punishment:

Back 49

(WERP)
• Use of Extinction
• Re-engineer the work environment so that undesirable behavior can not occur
• Reward behavior which is physically incompatible with undesired behavior (e.g. reward employees for tidy workplaces)
• Be patient and allow time for undesirable behavior to disappear

Front 50

Punishment should be used (RIPFIRE)

Back 50

rapid, intense, equitable, informative, private and focused, not followed by rewards

Front 51

Punishment should be Rapid because:

Back 51

Undesirable behavior must be prevented from becoming a habit of the employee

Front 52

Intense:

Back 52

Punishment should be intense and immediate, leaving no question about the undesirability of the behavior

Front 53

Equitable

Back 53

BMod-Punishment must be equitable across people and infractions. Match the punishment to the infraction

Front 54

Informative:

Back 54

Punishment must have informative value: information on why behavior is undesirable, how to correct behavior, consequences of further infractions

Front 55

Private and focused:

Back 55

The employee’s self-esteem should remain intact. He should remember the behavior to correct instead of how he was mistreated.

Front 56

Not followed by rewards

Back 56

Punishment should not be followed by non-contingent rewards (e.g. lunch to alleviate the supervisor’s guilt)

Front 57

Conditions that should be met before installing a B Mod program:

Back 57

• Moderate to high trust between employees affected and their supervisors exists.
• Employee must believe that good workplace hygiene exists.
• Employee must have control over pace of work (i.e. no machine paced work).
• Employee ability can not be the cause of the problem.
• Employees understand successful performance behaviors that they can measure and record.
• Employees must get regular feedback about their progress towards performance goals
• Supervisors must be trained and committed to the B Mod program so that they understand the underlying principles

Front 58

8 Steps to setting up a B Mod program:

Back 58

1. Conduct a job analysis to ensure understanding of job responsibilities
2. Define performance behaviors and set performance goals
3. Conduct a baseline audit to identify the rate of correct performance
4. Select powerful and abundant reinforcers to reward excellent performance
5. Use continuous reinforcement to encourage new performance behaviors
6. Practice behavioral shaping to obtain closer and close approximations to the desired behaviors
7. Establish desired behaviors by adding new positive reinforcers which employees value
8. Review and evaluate the program to identify and measure target goals such as cost reduction, employee attendance, safety and improved productivity.

Front 59

Expectancy vs BMOD

Back 59

1 - Process Similarities 2 - connection behaviour and consequences drive motivation by using rewards - Rewards - positive reinforcers or second level outcomes. 3 - Contingency of reinforcement and Instrumentality - relationship behaviour and consequences vs connection first and second level outcomes. (Despite cognitive quality). Contingency of reinforcement imply connection behaviour and environmental consequences. Cognitive irrelevant to contingency of reinforcement