Human Resources Training and Individual Development Motivation Theories February 4, 2004.
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Transcript of Human Resources Training and Individual Development Motivation Theories February 4, 2004.
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Human Resources Training Human Resources Training and Individual and Individual DevelopmentDevelopment
Motivation TheoriesFebruary 4, 2004
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Class OverviewClass Overview
• Expectancy TheoryExpectancy Theory
• Goal Setting TheoryGoal Setting Theory
• Social Cognitive TheorySocial Cognitive Theory
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Motivation: Why Do We Motivation: Why Do We Care?Care?
OpportunityMotivation
Performance = f (Ability, Motivation, Opportunity)
Ability
PERFORMANCE
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Expectancy TheoryExpectancy Theory
• Motivation is fostered when the Motivation is fostered when the employee believes three things:employee believes three things:– That effort will result in performanceThat effort will result in performance
•This is termed “Expectancy”This is termed “Expectancy”
– That performance will result in outcomesThat performance will result in outcomes•This is termed “Instrumentality”This is termed “Instrumentality”
– That those outcomes will be valuableThat those outcomes will be valuable•This is termed “Valence”This is termed “Valence”
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Effort
Performance
Expectancy
Instrumentality
Valence ofRewards
Rewards
JobPerformanceMotivation
X
X
Motivation=V*I*E
Expectancy TheoryExpectancy Theory
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Two BeliefsTwo Beliefs
• EXPECTANCY: Effort EXPECTANCY: Effort Performance Performance– What can hinder this link?What can hinder this link?– What can you do about it?What can you do about it?
• INSTRUMENTALITY: Performance INSTRUMENTALITY: Performance OutcomesOutcomes– What can hinder this link?What can hinder this link?– What can you do about it?What can you do about it?
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ValenceValence
• Anticipated value of outcomes. Anticipated value of outcomes. Includes:Includes:– Extrinsic outcomes:Extrinsic outcomes:
• • •
– Intrinsic outcomes:Intrinsic outcomes:• • •
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Expectancy Theory Expectancy Theory ExerciseExercise
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Expectancy TheoryExpectancy Theory
• Motivation = (EMotivation = (EP) x (PP) x (PO) x O) x VV11
VV22
VV33
VV44
• What happens if either expectancy, What happens if either expectancy, instrumentality, or valence is zero?instrumentality, or valence is zero?
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VIDEO CASEVIDEO CASE
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Expectancy: Empirical Expectancy: Empirical StatusStatus• Expectancy theory generally has been Expectancy theory generally has been
supported by the literature, with a few supported by the literature, with a few caveats:caveats:– The components appear to be additive as The components appear to be additive as
opposed to multiplicativeopposed to multiplicative– Within subjects analyses show better results Within subjects analyses show better results
than between subjectsthan between subjects– Although generally supported, people are not Although generally supported, people are not
always “hedonic rationalists” as predicted by always “hedonic rationalists” as predicted by the theorythe theory
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Goal Setting TheoryGoal Setting Theory
• Motivation is fostered when Motivation is fostered when employees are given challenging and employees are given challenging and specific goals (rather than easy specific goals (rather than easy goals, abstract goals, or no goals)goals, abstract goals, or no goals)
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Goal Setting TheoryGoal Setting Theory
Goals can be an invaluable tool if– Achieving organizational goals
results in desired outcomes for the employee
– Achieving employees’ goals results in desired outcomes for the organization
ChallengingAnd Specific Goals
Motivation andTask Performance
Participation
Coaching andModeling
Self-Efficacy
Feedback
Commitment
Resources
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Goal Setting TheoryGoal Setting Theory
• Supported in a variety of contextsSupported in a variety of contexts– Beaver trappers, Salespeople, Engineers, Beaver trappers, Salespeople, Engineers,
Assembly line workers, Baggage handlers, Assembly line workers, Baggage handlers, College students, Loggers, Brain injury College students, Loggers, Brain injury patientspatients
• Goal effects are stronger when:Goal effects are stronger when:– Feedback on progress is givenFeedback on progress is given– Goal commitment is fosteredGoal commitment is fostered– Adequate resources are providedAdequate resources are provided
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Per
cent
age
of M
axim
um W
eigh
tP
erce
ntag
e of
Max
imum
Wei
ght
Car
ried
on
Eac
h T
rip
Car
ried
on
Eac
h T
rip
Before Goal
AfterGoal Four-Week PeriodsFour-Week Periods
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9 10 11 12
SevenYears Later
9494
There was drasticincrease in perf-ormance after a
goal was set
Performance at goal wassustained seven years after
the goal was first set
Effects of Goals on Effects of Goals on PerformancePerformance
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Feedback and Goal SettingFeedback and Goal SettingM
ean
Gro
up
Eff
ecti
ven
ess
Ind
exM
ean
Gro
up
Eff
ecti
ven
ess
Ind
exFeedback + goal setting + incentives (530)High
Low
100
200
300
400
500
1-9 10-14 15-19 20-24
Time (in months)Time (in months)
Feedback + goalsetting (520)
Feedback (380)
Baseline(before
feedback)(108)
Feedback and goalsetting improved
group effectivenesseven more
Feedback improvedgroup effectiveness
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Empirical StatusEmpirical Status
• The two key principles of goal setting The two key principles of goal setting theory have been supportedtheory have been supported– Research clearly shows that specific goals Research clearly shows that specific goals
lead to greater motivation than “do your lead to greater motivation than “do your best” goalsbest” goals
– Research also shows that difficult goals lead Research also shows that difficult goals lead to higher motivation than easier goalsto higher motivation than easier goals
• Where to set goals?Where to set goals?– At the maximum level that employees will At the maximum level that employees will
accept and commit toaccept and commit to
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SMART Goals/ObjectivesSMART Goals/Objectives
SpecificSpecific -- Clear goalsClear goals
• MeasurableMeasurable -- Quantifiable Quantifiable elementselements
• AgreedAgreed - - Not imposedNot imposed
• RealisticRealistic -- AchievableAchievable
• Time Specific -Time Specific - DeadlinesDeadlines
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Motivation Video ClipMotivation Video Clip
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Self-RegulationSelf-Regulation
• Social cognitive theory: effort and persistenceSocial cognitive theory: effort and persistence• Self-regulatory processesSelf-regulatory processes
– Minimize negative discrepancies between Minimize negative discrepancies between performance and standards through performance and standards through effort/persistenceeffort/persistence
– Create positive discrepancy between performance Create positive discrepancy between performance and standards by setting goals at a higher level and standards by setting goals at a higher level than past performancethan past performance
– Put forth effort to reduce the discrepancyPut forth effort to reduce the discrepancy
• The role of feedbackThe role of feedback• Implications for well-beingImplications for well-being
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MondayMonday
• Transfer of trainingTransfer of training
• Read Chapter 5 from the textbookRead Chapter 5 from the textbook