Defining Motivation – individual’s Intensity direction, and persistence of effort toward attaining a goal.

Intensity – measure of force or motivation, how hard person tries

Direction – need by intensity

Persistence – endurance of motivation

Zig Ziglar – Motivation wears off, it is recommended daily

Hawthorne Studies Increased Light – productivity affect by temperature

Hawthorne Studies main room – productivity affect by “special” treatment

Maslow Hierarchy of Needs – motivation is met when fulfill the following hierarchy

 Physiological -Hunger, thirst, shelter, bodily needs

 Safety – security and protection from physical and emotional harm
 Social - Affection, belongingness, acceptance, and friendship.
 Esteem - Internal factors such as self-respect, autonomy, and achievement, and external factors
such as status, recognition, and attention.
 Self-actualization - Drive to become what we are capable of becoming; includes growth,
achieving our potential, and self-fulfillment.

Contemporary

Self-Determination Theory – free of what to do

 Cognitive Evaluation Theory – Rewards will reduce interest; paid (have to do instead of want to
do)
 Self Determination Theory – Goals consistent with interest and core values (charity)

Goal-Setting Theory – goals affect motivation, tells need to be done and how much effort is needed

 “Do your best” – Uncertain or vague goal

 Goal specificity, challenge, and feedback on performance
 Specific Goals – produce higher level of output than generalized goal
o Example: beat your last score
 Acceptance of goals are held constant, the more difficult the goal, the higher level of
performance. Of course, it’s logical to assume easier goals are more likely to be accepted. But
once a hard task is accepted, we can expect the employee to exert a high level of effort to try to
achieve it.
 Why are people motivated by difficult goals?
o First, they get our attention and help us focus.
o Second, they energize us because we have to work harder to attain them.
o Third, when goals are difficult, people persist in trying to attain them.
o Finally, difficult goals lead us to dis-
o cover strategies that help us perform the job or task more effectively. If we have to
struggle to solve a difficult problem, we often think of a better way to go about it.
  People do better when they get feedback on how well they are progressing toward their goals
because it helps identify discrepancies between what they have done and what they want to do
next—that is, feedback guides behavior.

FACTORS THAT AFFECTS GOALS-PERFORMANCE RELATIONSHIP

 Goal Commitment – read slide

 Task Characteristics – task simple best goal performance
o 1st Issue – read
o 2nd Issue – boss set goals = employee exhaustion

Promotion Focus and prevention – read

 A more systematic way to utilize goal setting is with management by objectives (MBO)

The organization’s overall objectives are translated into specific objectives for each level
(divisional, departmental, individual). But because lower-unit managers jointly participate in setting their
own goals, MBO works from the bottom up as well as the top down. The result is a hierarchy that links
objectives from one level to those at the next. For the individual employee, MBO provides specific
personal performance goals and helps workers see how their job, no matter what level they are at,
influences attainment of broader corporate objectives.

 The only area of possible disagreement between MBO and goal-setting theory is participation

Self Efficacy – read