This document provides an overview of motivation theories from cognition and emotional perspectives and how they relate to attitudes and performance. It discusses how ignoring motivational issues can negatively impact organizations and provides recommendations for improving motivation, attitudes, and performance such as identifying motivators, addressing barriers, and including motivation in training.

1. I/O PsychologyI/O Psychology
PresentationPresentation
Oscar S. GarciaOscar S. Garcia
PSYCH/708PSYCH/708
September 7, 2015September 7, 2015
Dr. Geraldine PopadakDr. Geraldine Popadak

2. IntroductionIntroduction
 Define motivation.Define motivation.
 Provide an overview of the motivational theories from theProvide an overview of the motivational theories from the
cognition and emotional perspectives.cognition and emotional perspectives.
 Discuss how the theories are linked to attitude andDiscuss how the theories are linked to attitude and
performance.performance.
 Discuss examples of organizations that ignoreDiscuss examples of organizations that ignore
motivational and attitudinal problems. What lessons weremotivational and attitudinal problems. What lessons were
learned? What could they have done differently?learned? What could they have done differently?
 Provide necessary recommendations for increasingProvide necessary recommendations for increasing
motivation, improving job attitudes, and enhancingmotivation, improving job attitudes, and enhancing
performance.performance.
 conclusionconclusion

3. QuestionsQuestions
 What is motivation? How does it work inWhat is motivation? How does it work in
organizations? How do people andorganizations? How do people and
organizations benefit from it? Why is itorganizations benefit from it? Why is it
necessary?necessary?

4. Define MotivationDefine Motivation
 Motivation isMotivation is
 the process that initiates, guides, andthe process that initiates, guides, and
maintains goal oriented behaviorsmaintains goal oriented behaviors
 Causes people to act to attain intrinsic orCauses people to act to attain intrinsic or
extrinsic goalsextrinsic goals
 Involves biological, emotional, social, andInvolves biological, emotional, social, and
cognitive forces that activates behaviorcognitive forces that activates behavior

5. Define Motivation (part two)Define Motivation (part two)
 Motivation consists of three componentsMotivation consists of three components
that describe itthat describe it
 ActivationActivation
 Involves decision to initiate behaviorInvolves decision to initiate behavior
 PersistencePersistence
 Involves continuous efforts toward goalsInvolves continuous efforts toward goals
 IntensityIntensity
 Involves concentration and vigor into pursuing aInvolves concentration and vigor into pursuing a
goalgoal

6. Overview or motivational theoriesOverview or motivational theories
from cognition perspectivefrom cognition perspective
 Cognitive processesCognitive processes
involves andinvolves and
evaluates internalevaluates internal
forces:forces:
 It becomes IntrinsicIt becomes Intrinsic
motivationmotivation
 Working on a task thatWorking on a task that
are rewarding in and ofare rewarding in and of
themselvesthemselves
 Cognition processesCognition processes
involves andinvolves and
evaluates externalevaluates external
forces:forces:
 It becomes externalIt becomes external
motivationmotivation
 People are driven toPeople are driven to
obtain money, food, orobtain money, food, or
things to avoid harmthings to avoid harm

7. Overview or motivational theoriesOverview or motivational theories
from cognition perspective (part 2)from cognition perspective (part 2)
 Involves two primary concepts that helpInvolves two primary concepts that help
describe cognitive motivationdescribe cognitive motivation
 11stst
conceptconcept
 information availableinformation available
 People think about a situation and refer to this sensoryPeople think about a situation and refer to this sensory
inputinput
 22ndnd
conceptconcept
 Past experiencesPast experiences
 People refer to this concept and relate past experiencesPeople refer to this concept and relate past experiences
with current problem at handwith current problem at hand

8. Overview or motivational theoriesOverview or motivational theories
from cognition perspective (part 3)from cognition perspective (part 3)
 Social cognitive theorySocial cognitive theory
 Observer is influenced by people’s actionsObserver is influenced by people’s actions
 Influence can occur without interactionInfluence can occur without interaction
 Causes people to think about what they have seeingCauses people to think about what they have seeing
 They draws conclusions from itThey draws conclusions from it
 Learns and maintains motivationLearns and maintains motivation
 Social mediaSocial media
 Albert Bandura’s exampleAlbert Bandura’s example
 Cognitive, behavioral, and environmental variables as theCognitive, behavioral, and environmental variables as the
determinants of behavior and motivationdeterminants of behavior and motivation

9. Overview or motivational theoriesOverview or motivational theories
from emotional perspectivefrom emotional perspective
 Emotions affect thought and behaviorEmotions affect thought and behavior
 They are associated with temperament,They are associated with temperament,
personality, and moodpersonality, and mood
 It also involves physiological arousal,It also involves physiological arousal,
expressive behaviors, and consciousexpressive behaviors, and conscious
experienceexperience
 Motivational theoriesMotivational theories
 Grouped into three categoriesGrouped into three categories
 Physiological, neurological, and cognitivePhysiological, neurological, and cognitive

10. How the theories are linked toHow the theories are linked to
attitude and performanceattitude and performance
 Social cognitive theory linked to attitudeSocial cognitive theory linked to attitude
and performanceand performance
 Two cognitive variables link attitude andTwo cognitive variables link attitude and
performanceperformance
 Outcome expectanciesOutcome expectancies
 Self efficacy (beliefs that he or she can do it)Self efficacy (beliefs that he or she can do it)
 The Variables are critical mediating role among,The Variables are critical mediating role among,
stimulus, response, consequence, and subsequentstimulus, response, consequence, and subsequent
behaviorbehavior

11. How the theories are linked toHow the theories are linked to
attitude and performanceattitude and performance
 Theories of emotion linked to attitude andTheories of emotion linked to attitude and
performanceperformance
 Positive emotions are associated with higherPositive emotions are associated with higher
performanceperformance
 Negative emotions are associated with poorNegative emotions are associated with poor
performanceperformance
 Major theories of motivationMajor theories of motivation
 Schachter-Singer theorySchachter-Singer theory

12. Examples of organizations thatExamples of organizations that
ignore motivational and attitudinalignore motivational and attitudinal
problems:problems:
 The most capable employees canThe most capable employees can
potentially refuse to work hard orpotentially refuse to work hard or
resist to organizational changesresist to organizational changes
 There is no control and employeesThere is no control and employees
can easily get distracted andcan easily get distracted and
employees would not persist atemployees would not persist at
key taskkey task
 Will not commit on making mentalWill not commit on making mental
effort at task due toeffort at task due to
overconfidence in doing what theyoverconfidence in doing what they
think is correctthink is correct
 What lessons were learned?What lessons were learned?
 50% percent of employees admit that they only50% percent of employees admit that they only
do the minimum required at their jobsdo the minimum required at their jobs
 80% admit that they could work much harder80% admit that they could work much harder
 Management has a different concept ofManagement has a different concept of
motivationmotivation
 They may believed that it directlyThey may believed that it directly
influence work performanceinfluence work performance
 What could they have doneWhat could they have done
differently?differently?
 Define work motivationDefine work motivation
 Describe a few common de-motivatorsDescribe a few common de-motivators
 Characterized the most successful research-Characterized the most successful research-
based motivational strategies for teams andbased motivational strategies for teams and
individualsindividuals

13. Necessary recommendations forNecessary recommendations for
increasing motivation, improving jobincreasing motivation, improving job
attitudes, and enhancing performanceattitudes, and enhancing performance
 Identify what motivates employeesIdentify what motivates employees
 Identify and address barriers to employeeIdentify and address barriers to employee
motivationmotivation
 Develop and employee motivationDevelop and employee motivation
programprogram
 Add motivation to employee trainingAdd motivation to employee training

14. ConclusionConclusion
 Motivation was definedMotivation was defined
 An overview of the motivational theories from theAn overview of the motivational theories from the
cognition and emotional perspectives was providedcognition and emotional perspectives was provided
 How the theories are linked to attitude and performanceHow the theories are linked to attitude and performance
was discussedwas discussed
 Examples of organizations that ignore motivational andExamples of organizations that ignore motivational and
attitudinal problems was discussedattitudinal problems was discussed
 Recommendations for increasing motivation, improvingRecommendations for increasing motivation, improving
job attitudes, and enhancing performance were providedjob attitudes, and enhancing performance were provided

15. ReferencesReferences
 Cherry, K. (2015).Cherry, K. (2015). Motivation: The psychological factors that guide usMotivation: The psychological factors that guide us..
Retrieved fromRetrieved from
http://psychology.about.com/od/mindex/g/motivation-definition.htmhttp://psychology.about.com/od/mindex/g/motivation-definition.htm
 Cherry, K. (2015).Cherry, K. (2015). Theories of emotion: Some of the major theories toTheories of emotion: Some of the major theories to
explain human emotionsexplain human emotions. Retrieved from. Retrieved from
http://psychology.about.com/od/psychologytopics/a/theories-of-emotion.htmhttp://psychology.about.com/od/psychologytopics/a/theories-of-emotion.htm
 Clark, R. E. (2003). Fostering the work motivation of individuals and teams.Clark, R. E. (2003). Fostering the work motivation of individuals and teams.
Performance Improvement,Performance Improvement, 4242(3), 21-29(3), 21-29
http://www.usc.edu/dept/education/cogtech/publications/clark_fostering.pdfhttp://www.usc.edu/dept/education/cogtech/publications/clark_fostering.pdf
 Hr.blr.com. (2010, March 16). Employee motivation: 5 key steps to improveHr.blr.com. (2010, March 16). Employee motivation: 5 key steps to improve
employee attitude. Retrieved from http://hr.blr.com/HR-news/HR-employee attitude. Retrieved from http://hr.blr.com/HR-news/HR-
Administration/Communication/Employee-Motivation-5-Key-Steps-to-Administration/Communication/Employee-Motivation-5-Key-Steps-to-
Improve-Employee#Improve-Employee#
 Latham, G. P. (2012).Latham, G. P. (2012). Work motivation: History, theory, research, andWork motivation: History, theory, research, and
practicepractice (2nd ed.). Thousand Oaks, CA: Sage Publications.(2nd ed.). Thousand Oaks, CA: Sage Publications.
 Liden, D. (2015, September 3). What is cognitive motivation? RetrievedLiden, D. (2015, September 3). What is cognitive motivation? Retrieved
from http://www.wisegeek.org/what-is-cognitive-motivation.htmfrom http://www.wisegeek.org/what-is-cognitive-motivation.htm