Work motivation is driven by internal and external forces that influence employee behavior, focused in three key areas: direction, effort level, and persistence. A model of motivation involves the interaction between an individual's needs/drives and the work environment. Needs range from basic physical needs to higher-level social and psychological needs. Motivational drives include achievement, affiliation, and power. When needs and drives are met through opportunities, performance, and rewards in the work environment, employees experience satisfaction and are motivated to continue their efforts. Behavior modification uses principles of reinforcement to encourage desirable behaviors and discourage undesirable ones through consequences in the workplace. The equity model also motivates through fair treatment and perceptions of fair outcomes relative to inputs.

1. MOTIVATION

2. WORK MOTIVATIONis the set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviorsThree Elements of Work MotivationDirection and Focus of the BehaviorLevel of effort providedPersistence of the behavior

3. A MODEL OF MOTIVATION

4. EnvironmentNeeds and Drives

5. Human NeedsPrimary Needs - Basic Physical needsSecondary Needs - Social and Psychological needs

6. Human NeedsPrimary Needs - Basic Physical needsSecondary Needs - Social and Psychological needs

7. Human NeedsPrimary Needs - Basic Physical needsSecondary Needs - Social and Psychological needs

8. Motivational DrivesAchievement

9. Affiliation

10. PowerMotivational DrivesA drive to accomplish objectives and get aheadAchievement

11. Affiliation

12. PowerMotivational DrivesA drive to relate people effectively.Achievement

13. Affiliation

14. PowerMotivational DrivesA drive to influence people and situations.Achievement

15. Affiliation

16. PowerMotivational DrivesInstitutional powerPersonalized PowerAchievement

17. Affiliation

18. PowerEnvironmentNeeds and DrivesTension

19. OpportunityEnvironmentPerformanceNeeds and DrivesTensionEffortRewardsAbilityGoals and incentives

20. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

21. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

22. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

23. Three Major RewardsFair TreatmentSense of AchievementCamaraderie

24. OpportunityEnvironmentPerformanceNeeds and DrivesTensionEffortRewardsAbilityGoals and incentivesNeed Satisfaction

25. Maslow’sHierarchyofNeeds

26. SELF-ACTUALIZATIONESTEEM NEEDSLOVE, AFFECTION, AND BELONGINGNESS NEEDSSAFETY NEEDSPHYSIOLOGICAL OR SURVIVAL NEEDS

27. MASLOW modelHERZBERG modelALDERFER modelWork itselfAchievementPossibility of GrowthResponsibilityAdvancementRecognitionGrowth NeedsSelf-actualization and fulfillment needsMotivational FactorsEsteem and Status NeedsRelatedness needsStatusRelations with supervisorsPeer relationsRelations with subordinatesQuality of SupervisionCompany Policy and administrationJob securityWorking conditionsPayBelonging and Social NeedsSafety and Security NeedsMaintenance factorsExistence NeedsPhysiological Needs

28. BEHAVIOR MODIFICATION by: Jacel

29. Organizational Behavior Modification or OB Mod-> Is the application in organizations of the principles of behavior modification.

30. Law of Effect-> state that a person tends to repeat behavior that is accompanied by favorable consequences (reinforcement) and tends not to repeat behavior that is accompanied by unfavorable consequences.

31. “we learn best under pleasant surroundings” -learning theory- “internal needs lead to behavior” -content theory- “external consequences tend to determine behavior” -OB Mod-

32. Social Learningalso known as vicarious learning.suggest that employees do not always have to learn directly from their own experiences.

33. ©2005 Prentice HallReinforcement ApproachesReinforcement Managerial Approach Action Effect ExamplePositive reinforcementProvide desirable consequenceIncrease probability of behavior being repeatedHighway construction supervisor receives bonus for each day a project is completed ahead of schedule.Negative reinforcementRemove undesirable consequenceIncrease probability of behavior being repeatedManagement stops raising output quotas each time workers exceed them.PunishmentProvide undesirable consequenceDecrease probability of behavior being repeatedHabitually tardy crew member is fined the equivalent of one hour’s pay each day he is late to work.Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

34. ©2005 Prentice HallReinforcement ApproachesReinforcement Managerial Approach Action Effect ExampleExtinctionRemove desirable consequenceDecrease probability of behavior being repeatedGroup member stops making unsolicited suggestions when team leader no longer mentions them in group meetings.Adapted from Exhibit 12.11: Reinforcement Approaches and Their Effects

35. Schedule of ReinforcementIntermittentContinuousRatioIntervalVariableFixedVariableFixed

36. Major Benefit of Behavior modificationMakes managers become more conscious motivators.Encourages manager to analyze employee behavior, explore why it occurs and how often.Identify specific consequences that will help change it when those consequences are applied systematically.

37. THE EQUITY MODEL by: julyanne

38. THE EQUITY MODEL -> developed on the belief that fair treatment or perception thereof, motivates people to keep such fairness maintained within the relationships of their colleagues and the organization.

39. Formula…One’s own outcomes = Others’ outcomes One’s own inputs Others’ inputs