Documente Academic
Documente Profesional
Documente Cultură
• Arousal theory
Need
Drive Drive-reducing
(e.g., for
(hunger, thirst) behaviors
food, water)
(eating, drinking)
Drive-Reduction Theory
• Behaviour is motivated by a necessity to
reduce need
▫ The focus is homeostasis – the tendency to
maintain a steady internal state (think thermostat)
▫ Staying the same
E.g., blood glucose levels (hunger or satiation), body
temperature (too hot, too cold)
Need Drive-reducing
Drive
(e.g., for behaviors
(hunger, thirst)
food, water) (eating, drinking)
Rest
Drives and Incentives
• We are pushed by our internal needs to reduce
drives
• We are also pulled by incentives
▫ Incentives are positive or negative stimuli that
motivate behaviour
E.g., curiosity
Too little stimulation = Boredom
Too much stimulation = Stress
Yerkes-Dodson law
Maslow’s Hierarchy of Needs
Begins at the base with
needs that must first be
satisfied before higher-
level needs become
active
Maslow
• Maslow said we have a hierarchy of needs:
▫ Physiological
▫ Safety
▫ Belongingness and love
▫ Esteem
▫ Self-actualization
▫ Self-transcendence
• Issue - How does this
explain why people go
on hunger strikes?
▫ Internal cues
Generated when our bodies are short of nutrients
Internal Cues
• Physiological factors
Hunger pangs accompany contractions of the stomach
Detectors of levels of glucose and fat
Glucostatic hypothesis (glucose metabolism rather than
overall glucose levels)
Emotional
support to Mutual
get Evolutionary protection
through psychology in a group
crises perspective:
seeking bonds
with others aids
survival in many
ways
Division of Cooperatio
labor to n in
allow hunting
growing and
food sharing
food
Balancing Bonding with Other Needs
The need to bond with others
is so strong that we can feel
lost without close
relationships.
However, we also seem to
need autonomy and a sense of
personal competence/efficacy.
There a tension between “me”
and “us,” but these goals can
work together.
Belonging builds self-esteem
and prepares us for confident
autonomy.
The Need to Belong Leads to:
loyalty to friends,
teams, groups, and
families.
However, the need to
belong also leads to:
• changing our
appearance to win
acceptance.
• staying in abusive
relationships.
• joining gangs,
nationalist groups, and
violent organizations.
• Why are mean girls so powerful?
Social Networking =
Social Connection?
Connecting online can be
seen as taking turns
reading brief words about
each other, or as an
experience of connection
and/or belonging.
Portrayal of one’s self
online is often close to
one’s actual sense of self.
Use of social networking
can become a
compulsion, sacrificing
face-to-face interaction
and in-depth
conversation.
Another Area of Motivation: Work
Why do we work…only for money and other incentives?
The income from work can indirectly satisfy the drive for
food and shelter.
Some are driven by achievement motivation.
In rare cases, the goals and activities of work can feel like a
calling, a fulfilling and socially useful activity. Some people may
seek the optimal work experience called “flow.”
feeling purposefully
engaged, deeply
immersed, and
challenged
52
Expectancy • Value
Theory
and
Theory X vs Theory
Y Managers
`
• Motivation is so much more than…
54
EXPECTANCY THEORIES
Expectancy Theories
• “People will do what they can do when they want
to do it.” The question is ‘what makes them want
to do it?’
• Expectancies refer to beliefs about how we will
fare if we engage in a certain behaviour
So if we expect to do well then we will be
more likely to engage in the behaviour
If we feel that the chance of succeeding is
poor we will be less likely to become involved
(Sounds a little like learned helplessness,
doesn’t it?)
Expectancy Theory
56
Multiplier Effect
• Implies that for motivation to be high, Expectancy,
Instrumentality and Valence must be high.
Motivation =
Expectancy x Instrumentality x Valence
Belief working hard will lead to desired performance
X Belief that success will bring rewards X the
value people assign to the possible rewards
A zero at any location on the right side of the
equation will result in zero motivation.
Expectancy x Value Theory 58
▫ According to Theory Y,
managers believe workers
are willing to work
are capable of self control
accept responsibility
are imaginative and creative
self-directed
McGregor’s Theory X and Theory Y
▫ Managers create self-fulfilling
prophesies
▫ Theory X managers create dependent
and reluctant workers
▫ Theory Y managers create workers
who perform as expected with
initiative and enthusiasm
central to notions of empowerment
Organizational Psychology
Goals of Organizational
Psychology Research
Organizational Maximizing worker motivation,
psychology: satisfaction, and productivity
studying and
consulting about
how worker Understanding organizational
productivity and structures and dynamics
motivation is
affected by
different patterns Facilitating organizational change
of worker-
management
engagement,
leadership, and Improving teamwork and leadership
teamwork
What is your ideal workplace?
• Describe the characteristics or qualities that
your ideal workplace would have.
Satisfaction & Engagement
Employees who are more
Employees who are engaged (connected,
satisfied in an organization
passionate, and energetic) get
are likely to stay longer. more work done.