FOUNDATIONS OF EMPLOYEE MOTIVATION

Reflect on what you learned in Module 05: Foundations of Employee Motivation. In no less than 750 words, explain how drives and emotions influence employee motivation.

 

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.