MOTIVATION Flashcards
MONEY
- Motivation is not solely driven by money
- The concept of “homo economicus” assumes that individuals are motivated solely by financial incentives
- Taylor’s piece-rate system and Ford’s $5 day are examples of attempts to motivate employees through financial
incentives - Intrinsic and extrinsic rewards are both important in motivating employees
- Studies have shown that the relationship between motivation and pay is unclear
- Factors such as interesting work and praise can be just as motivating as wages
- The SCELI survey found that while 68% of respondents work for financial reasons, 25% work for expressive reasons, and
5% work for social reasons
ZAPPOS
Zappos is an American online shoe and clothing retailer founded in 1999 by Nick Swinmurn. The company initially started as an
online retailer of shoes but later expanded to other products. In 2009, Zappos was acquired by Amazon in a deal worth $1.2
billion, but it still operates as a separate entity. Zappos is known for its unique corporate culture, which focuses on providing
excellent customer service and creating a fun and happy workplace. The company emphasizes employee empowerment,
transparency, and innovation, and has been recognized for its high levels of employee satisfaction and engagement. Zappos is
also known for its distinctive hiring process, which includes multiple interviews and a cultural fit assessment.
THE LOTTERY QUESTION
- The lottery question is a question asked to people about whether they would continue working if they won a large sum
of money in a lottery. - In the UK, 63.8% of people would continue working even if they won a large sum of money in a lottery.
- In Japan, 93.4% of people would continue working if they won a large sum of money in a lottery, according to a study
by Harpaz in 1989.
INTRINSIC MOTIVATION
- Intrinsic motivation refers to the internal desire or interest to engage in an activity, rather than being motivated by
external factors like rewards or punishment. - Examples of people who continue to work despite having amassed significant wealth or success, such as Bill Gates or
Richard Branson, suggest that intrinsic motivation plays a role in work. - Intrinsic motivation is often seen in professions related to caring and public service, where people are motivated by a
desire to help others or make a positive impact. - Voluntary work is another example of intrinsic motivation, where people engage in work for free because they find it
personally rewarding or meaningful. - Spare time activities, such as hobbies or creative pursuits, often involve some form of work done for free and are also
driven by intrinsic motivation.
MOTIVATION FROM SOCIAL FACTORS
- Social rewards can be a strong motivator for some individuals in the workplace.
- These rewards include a sense of team spirit, belonging, and social connections with co-workers.
- In some cases, social rewards can help to offset the boredom or monotony of certain types of work.
- The Hawthorne Studies, conducted in the 1920s and 1930s, demonstrated the impact of social factors on employee
motivation and productivity. - Researchers found that changing social conditions, such as providing a more supportive and positive work environment,
led to increased productivity and job satisfaction among workers. - In addition, social factors such as peer pressure, social norms, and group identity can influence employee behaviour
and motivation
BEHAVIOURAL THEORIES AND MOTIVATION
- Behavioural theories of motivation focus on external factors that influence behaviour, rather than internal factors.
- This approach is based on the principles of stimulus-response psychology, which sees behaviour as a reaction to
external stimuli. - The “carrot and stick” approach to motivation involves using rewards (carrots) to reinforce positive behaviour and
punishment (sticks) to discourage negative behaviour. - Examples of rewards in the workplace include bonuses, promotions, and recognition, while punishment might include
disciplinary action, demotion, or withholding pay. - The focus on extrinsic motivators in behavioural theories has been criticized for potentially leading to coercion rather
than true motivation. If employees feel that they are being threatened or coerced into performing, their motivation
may actually decrease. - The Hawthorne Studies are often cited as an example of the importance of social factors in motivation. These studies
showed that workers were more motivated when they felt like they were part of a team and when their work was
valued by their colleagues and superiors.
MOTIVATION OR COERCION?
The use of extrinsic motivators such as rewards and punishment in the workplace can be seen as a form of coercion, as it uses
external pressure to compel employees to perform a certain way. This can lead to a short-term increase in productivity but may
not be effective in the long run, as it does not address underlying issues that may be causing demotivation. Intrinsic motivators,
on the other hand, come from within the individual and are driven by a sense of purpose, interest, and satisfaction in the work
itself. This type of motivation is more likely to lead to sustained engagement and job satisfaction
PAVLOV AND CLASSICAL CONDITIONING
- Pavlov was a Russian physiologist who conducted research on the digestive system of dogs in the late 19th century.
- He discovered that dogs could be conditioned to salivate at the sound of a bell, even in the absence of food, through a
process called classical conditioning. - Classical conditioning involves pairing a neutral stimulus (in this case, the sound of a bell) with an unconditioned
stimulus (food), which produces an unconditioned response (salivation). Over time, the neutral stimulus becomes a
conditioned stimulus that elicits a conditioned response (salivation). - Pavlov’s research on classical conditioning had implications for the study of learning and behaviour, as it demonstrated
that behaviour could be influenced by environmental cues and stimuli. - The principles of classical conditioning have been applied in various fields, such as education, marketing, and
psychotherapy. - However, the use of classical conditioning in aversion therapy, a treatment that attempts to eliminate unwanted
behaviours by associating them with aversive stimuli, has been controversial and deemed unethical by some.
SKINNER AND OPERANT CONDITIONING:
- B.F. Skinner developed the concept of operant conditioning in the 1930s, which posits that behaviour is a function of its
consequences. - Reinforcement is used to increase the likelihood of behaviour being repeated, while punishment is used to decrease it.
- Skinner argued that reinforcement doesn’t have to be constant; intermittent rewards, which are based on fixed or
variable schedules, can also be effective in shaping behaviour. - Intermittent rewards, like those found in gambling, can be particularly powerful motivators.
- Organizational behaviour modification (OB Mod) is a management technique that uses operant conditioning to modify
employee behaviour and improve performance. - OB Mod can involve both fixed and variable rewards, with fixed rewards being things like salaries, while variable
rewards can include bonuses, awards, promotions, or even just praise.
BEHAVIOURISM ASSESSED
Behaviourism is a psychological approach that aims to explain human behaviour through the study of observable actions rather
than mental processes. The behavioural theory focuses on external stimuli and rewards that could influence an individual’s
behaviour. Behaviourism includes classical conditioning, where a behaviour is conditioned through a stimulus-response
relationship, and operant conditioning, where behaviour is shaped through reinforcement or punishment.
ADVANTAGES:
* It can lead to changes in behaviour.
* It can be applied in the workplace to address issues such as knowledge and learning, change management, and
leadership.
DISADVANTAGES:
* There is uncertainty as to what specific behaviours are being rewarded.
* The approach may not focus on changing underlying behaviour.
* Coercion may not genuinely motivate individuals.
* The theory relies solely on extrinsic rewards and not intrinsic ones.
CONTENT THEORIES OF MOTIVATION
- Behavioural theories focus on finding the “one best way” to motivate people and tend to rely on extrinsic rewards to
change behaviour. - Content theories suggest that different things motivate different people and that motivation depends on internal and
external factors. - Maslow’s hierarchy of needs proposes that people are motivated by different levels of needs, which must be satisfied in
order, from physiological needs to self-actualization. - Herzberg’s two-factor theory differentiates between motivators (which satisfy people’s needs for personal growth and
development) and hygiene factors (which prevent dissatisfaction but do not lead to satisfaction). - Overall, content theories of motivation recognize the complexity of human motivation and the importance of
considering individual differences in motivation.
MASLOW
Maslow’s hierarchy of needs is a content theory of motivation that suggests individuals are motivated differently
depending on their position within a hierarchy of needs. It takes into account various motivating factors, not just
pay, and recognizes that an individual’s motivation changes over time. The theory has been criticized for being
empirically unproven in the workplace, over-simplified, and privileging an elitist view of the world
INSIGHTS FROM MASLOW
- Individuals are motivated differently depending on their position within the hierarchy of needs.
- The hierarchy takes into account various motivating factors, not just pay.
- The theory recognizes that an individual’s motivation changes over time.
- It presents a more positive view of people as humans than the carrot-and-stick approach.
- The self-actualization aspect recognizes the potential of people.
CRITIQUES OF MASLOW: - The theory is ubiquitous in management theory, but it has not been empirically proven in the workplace.
- The theory is often over-simplified in application to management.
- It privileges an elitist, white, male, heterosexual view of the world.
- It is important to handle the theory with care.
HERZBERG’S (1987) MODEL
Developed by psychologist Frederick Herzberg in the 1950s
Two types of factors:
* Hygiene factors: the basics that must be met for employees to be satisfied, but do not necessarily motivate them.
Examples include salary, job security, working conditions, and company policies.
* Motivators: intrinsic factors that create job satisfaction and motivate employees. Examples include recognition,
achievement, growth, and responsibility.
* Hygiene factors are necessary but not sufficient for motivation
* Motivators are what truly drive job satisfaction and motivation
* Managers must focus on both hygiene factors and motivators to create a motivated workforce.
PROCESS THEORIES OF MOTIVATION
- Process theories of motivation are centred on individual thought processes and how these processes influence
motivation. Unlike content theories, process theories consider an individual’s unique experiences and the meaning that
they attach to these experiences. There are different process theories of motivation, including equity theory and
expectancy theory. - Equity theory: Developed by J. Stacy Adams, the equity theory suggests that individuals evaluate the ratio of their
inputs (e.g., effort, skills, experience) to outcomes (e.g., pay, promotions, recognition) relative to others. If they
perceive that their inputs and outcomes are equitable in comparison to others, they will be motivated. If they perceive
inequity, they will be demotivated and might engage in behaviours to restore equity (e.g., asking for a raise, reducing
effort). - Expectancy theory: Developed by Victor Vroom, the expectancy theory suggests that motivation is based on the belief
that effort will lead to good performance, and good performance will lead to desired outcomes (e.g., rewards,
recognition). According to this theory, motivation is a function of three variables: expectancy (the belief that effort will
lead to good performance), instrumentality (the belief that good performance will lead to desired outcomes), and
valence (the value attached to the outcomes). If all three variables are high, motivation will be high. - Process theories of motivation emphasize the importance of individual differences and the need for managers to
understand the unique experiences and perspectives of their employees.
