MGMT10002 Lecture Notes - Lecture 8: Fundamental Attribution Error, Motivation, Egocentric Bias
5 May 2018
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Motivation – lecture 8
The forces either within or external to a person that arouse enthusiasm and persistence to pursue a
certain course of action.
o Intrinsic vs extrinsic motivation
▪ Intrinsic: Desire to perform a behaviour for its own sake, the activity
is rewarding in itself
▪ Extrinsic: Desire to perform a behaviour to acquire material or social
rewards or to avoid punishment
o Maslow’s hierarchy of needs
▪ Interchangeable hierarchy. Individual strives to seek a higher need when
lower needs are satisfied as they no longer serve as motivation. There are
variations in personal need hierarchies
o McClelland’s acquired needs theory
▪ Propose that people acquire certain needs throughout life
▪ common: need for achievement, affiliation and power
▪ People can develop a bias towards one of ^
o Herzberg’s 2 factor theory:
▪ hierarchy of needs from hygiene and security to recognition and job
development (motivation) → intrinsic motivation. Recognition of higher
order needs
▪ Some needs when met help people become content (hygiene factors) whilst
others help them become happy (motivators)
▪ People are not inherently motivated or unmotivated, they are motivated by
diverse needs/values and level of motivation depends on the degree of
‘match’.
▪ Hygiene factors are not all that matter
o Adam’s equity theory
▪ Input/output = x ratio.
▪ Person A compares their x ratio to someone else. Then they judge their own
happiness relative to that ratio. Motivation is dependent on how well they are
treated relative to others
▪ Employees respond to perceived inequality by:
▪ Changing perceived x ratio
▪ Changing work efforts
▪ Changing outcomes
▪ Leaving the job
▪ Cognitive bias
▪ Egocentric bias: thinking you are better because you are
more aware of your contribution
▪ Fundamental attribution error: not recognizing other failures
as situational but rather dispositional
▪
• achievement, recognition and high level motivation into job.
o Vroom’s expectancy theory
• Effort to perform: would effort result in elevated performance, do
we have the ability to perform, is the performance goal well defined?
• Effort to reward (valence): does reward justify effort?
• Performance to reward: does successful performance lead to
rewards? Do we trust the link?
• Motivation increases as E>P and P>R and the valence of R increase
o Other motivation drivers
▪ Goals setting can result in performance boosts
▪ Be mindful that tangible rewards can undermine intrinsic motivation
▪ Organisational culture: create a sense of identity and meaning
▪ Job design
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Document Summary
The forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. Intrinsic: desire to perform a behaviour for its own sake, the activity is rewarding in itself: extrinsic: desire to perform a behaviour to acquire material or social, maslow"s hierarchy of needs rewards or to avoid punishment. Individual strives to seek a higher need when lower needs are satisfied as they no longer serve as motivation. There are variations in personal need hierarchies: mcclelland"s acquired needs theory. Recognition of higher order needs: some needs when met help people become content (hygiene factors) whilst others help them become happy (motivators) People are not inherently motivated or unmotivated, they are motivated by diverse needs/values and level of motivation depends on the degree of. Match": hygiene factors are not all that matter, adam"s equity theory. Input/output = x ratio: person a compares their x ratio to someone else.
