MGT 250 Chapter Notes - Chapter 13: Reinforcement, Behavioral Addiction
9 May 2018
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MGT 150 Ch. 13: Motivation Oct. 3, 2017
▪ 13-1: Basics of Motivation:
• Motivation: set of forces that initiates, directs, & makes people persist in efforts to accomplish a goal.
▪ 13-1a: Efforts & Performance:
Job Performance = Motivation x Ability x Situational Constraints
• Person’s unsatisfied need creates an uncomfortable internal state of tension that must be resolved.
• According to needs theories, ppl are motivated by unmet needs, but after need is met, it no longer
motivates. When this occurs, people become satisfied.
▪ 13-1b: Need Satisfaction:
• Needs: physical/psychological requirements that need to be met to ensure survival & well-being.
➢ According to Maslow, needs are arranged in hierarchy from low (physiological) to high (self-
actualization).
▪ 13-1c: Extrinsic & Intrinsic Rewards:
• Extrinsic Rewards: tangible & visible to others, given to employees continent on performance of specific
tasks/behaviors.
• Intrinsic Rewards: natural reward associated w/ performing task/activity for its own sake.
➢ Performing job well can be rewarding intrinsically (the job itself is fun, challenging, or interesting) or
extrinsically (as you receive better pay, promotions, and so on).
o Intrinsic & extrinsic rewards lead to satisfaction of various needs.
▪ 13-1d: Motivating With the Basics: steps managers can take to motivate employees to increase their effort:
1. Ask people what their needs are.
2. Satisfy lower-order needs.
3. Expect people’s needs to change.
4. Create opportunities for employees to satisfy higher-order needs.
▪ 13-2: Equity Theory: states people will be motivated when they perceive that they are being treated fairly.
• Inputs: contributions employees make to organization.
• Outcomes: rewards employees receive for contributions to organization.
• Referents: others w/ whom ppl compare themselves to determine if they’ve been treated fairly.
• Outcome/Input (O/I) Ratio: employee’s perception of how rewards received from organization compare
w/ employee’s contributions to organization.
• Underreward: form of inequity in which you get fewer outcomes relative to inputs than referent gets.
• Overreward: where you get more outcomes relative to inputs than referent gets.
• When ppl perceive they’ve been treated inequitably at work b/c of intrinsic/extrinsic rewards, they receive
relative to their efforts, they are dissatisfied their needs aren’t met.
➢ Those reactions lead to tension & strong need to take action to restore equity in some way.
• Ways to Restore Equity:
1. Increasing Outcomes: asking for a raise/pointing out inequity to bosses.
2. Rationalize/Distort Inputs/Outcomes: make mental/emotional adjustments in O/I ratios or O/I ratios
of their referents.
3. Change Referent: when personal situations change, such as decrease in job status/pay.
• 13-2c: Motivating w/ Equity Theory:
1. Look for & correct major inequities.
2. Reduce employees’ inputs.
3. Decision-making processes are fair.
▪ 13-3: Expectancy Theory: ppl will be motivated to extent of which they believe their efforts will lead to
good performance, good performance will be rewarded, & will be offered attractive rewards.
• 13-3a: Components of Expectancy Theory:
➢ Valence: attractiveness/desirability of reward/outcome.
➢ Expectancy: perceived relationship between effort & performance.
➢ Instrumentality: perceived relationship between performance & rewards.
Motivation = Valence x Expectancy x Instrumentality
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Document Summary
Oct. 3, 2017: 13-1: basics of motivation, motivation: set of forces that initiates, directs, & makes people persist in efforts to accomplish a goal, 13-1a: efforts & performance: When this occurs, people become satisfied: 13-1b: need satisfaction, needs: physical/psychological requirements that need to be met to ensure survival & well-being. Expectancy: perceived relationship between effort & performance. Instrumentality: perceived relationship between performance & rewards. & consequences: schedule of reinforcement: rules specify which behaviors will be reinforced, which consequences will follow behaviors, & schedule by which consequences will be delivered, 13-4b: schedules for delivering reinforcement: Continuous reinforcement: schedule requires consequence to be administered following every instance of behavior. Intermittent reinforcement: consequences are delivered after specified/average time has elapsed/# of behaviors has occurred. Fixed interval reinforcement schedule: consequences follow behavior only after fixed time has elapsed. Variable interval reinforcement schedule: time between behavior & following consequences varies around specified average. Fixed ratio reinforcement schedule: consequences delivered following specific # of behaviors.
