National economics university 0O0 GROUP PAPER SOCIAL PSYCHOLOGY PSYCHOLOGY CONCEPTS FOR IMPROVING EMPLOYEES MOTIVATION CONTENTS Introduction Body I Intrinsic and extrinsic motivation II Achievement.
National economics university …0O0… GROUP PAPER SOCIAL PSYCHOLOGY PSYCHOLOGY CONCEPTS FOR IMPROVING EMPLOYEES MOTIVATION \ CONTENTS Introduction Body 1 I Intrinsic and extrinsic motivation II Achievement motivation theory III Needs Hierarchy Theory IV Equity Theory V Goal Setting Theory … VI VIE Theory VII The Pysmalion Effect Conclusion References INTRODUCTION Social psychology is about everyday life, a lot of us might lull ourselves into believing that it is just common sense It is not true Social psychology is more complicated than it might seem When we began writing it, our overriding goal was to have knowledge about how to motivate employees As a future management, understanding employees plays an important role in company success If we can give them motivation, they will perform better and that will result in increased productivity, higher revenues and other values for the company 2 BODY I Intrinsic and extrinsic motivation Theory of intrinsic motivation: - There have been a number of different proposed theories to explain intrinsic motivation and how it works Some experts believe that all behavior is driven by external reward, such as money, status, or food In intrinsically motivated behaviors, the reward is the activity itself - The most recognized theory of intrinsic motivation was first based on people’s needs and drives Hunger, thirst, and sex are biological needs that we’re driven to pursue in order to live and be healthy Just like these biological needs, people also have psychological needs that must be satisfied in order to develop and thrive These include the need for competence, autonomy, and relatedness -Along with satisfying these underlying psychological needs, intrinsic motivation also involves seeking out and engaging in activities that we find challenging, interesting, and internally rewarding without the prospect of any external reward Theory of extrinsic motivation: - Extrinsic motivation is reward-driven behavior It’s a type of operant conditioning Operant conditioning is a form of behavior modification that uses rewards or punishments to increase or decrease the likelihood that specific behaviors will recur - In extrinsic motivation, rewards or other incentives — like praise, fame, or money — are used as motivation for specific activities Unlike intrinsic motivation, external factors drive this form of motivation - Being paid to a job is an example of extrinsic motivation You may enjoy spending your day doing something other than work, but you’re motivated to go to work because you need a 3 paycheck to pay your bills In this example, you’re extrinsically motivated by the ability to afford your daily expenses In return, you work a set number of hours a week to receive pay - Extrinsic motivation doesn’t always have a tangible reward It can also be done through abstract rewards, like praise and fame In contrast, intrinsic motivation is when internal forces like personal growth or a desire to succeed fuel your drive to complete a task Intrinsic motivation is typically seen as a more powerful incentive for behaviors that require long-term execution • The different between intrinsic and extrinsic motivation: Motivation Intrinsic Goals You the activity because it’s Goals come from within and the outcomes internally rewarding You may satisfy your basic psychological needs for it because it’s fun, autonomy, competence, and relatedness enjoyable, and satisfying Extrinsic You the activity in order to Goals are focused on an outcome and don’t get an external reward in satisfy your basic psychological needs return Goals involve external gains, such as money, fame, power, or avoiding consequences - Some examples of intrinsic motivation: • participating in a sport because it’s fun and you enjoy it rather than doing it to win an award 4 • learning a new language because you like experiencing new things, not because your job requires it • spending time with someone because you enjoy their company and not because they can further your social standing • cleaning because you enjoy a tidy space rather than doing it to avoid making your spouse angry • playing cards because you enjoy the challenge instead of playing to win money • exercising because you enjoy physically challenging your body instead of doing it to lose weight or fit into an outfit • volunteering because you feel content and fulfilled rather than needing it to meet a school or work requirement • going for a run because you find it relaxing or are trying to beat a personal record, not to win a competition • taking on more responsibility at work because you enjoy being challenged and feeling accomplished, rather than to get a raise or promotion • painting a picture because you feel calm and happy when you paint rather than selling your art to make money • Some examples of extrinsic motivation: • competing in sports for trophies • completing work for money • customer loyalty discounts • buy one, get one free sales 5 • frequent flyer rewards • The effects of intrinsic motivation: Everyone’s different and that includes what motivates us and our perspectives of rewards Some people are more intrinsically motivated by a task while another person sees the same activity extrinsically Both can be effective, but research suggests that extrinsic rewards should be used sparingly because of the overjustification effect Extrinsic rewards can undermine intrinsic motivation when used in certain situations or used too often The rewards may lose their value when you reward behavior that was already intrinsically motivating Some people also perceive extrinsic reinforcement as coercion or bribery The overjustification effect has inspired an entire field of study that focuses on students and how to help them reach their full potential Though experts are divided on whether extrinsic rewards have a beneficial or negative effect on intrinsic motivation, a recent study showed that rewards may actually encourage intrinsic motivation when given early in a task Researchers examined how reward timing influenced intrinsic motivation They found that giving an immediate bonus for working on a task, rather than waiting until the task was completed, increased interest and enjoyment in it Getting an earlier bonus increased motivation and persistence in the activity that continued even after the award was removed The effect of extrinsic motivation: Extrinsic motivation may be more effective for some people than it is for others Certain situations may also be better suited for this form of motivation For some people, the benefits of external rewards are enough to motivate high-quality continuous work For others, value-based benefits are more motivating Extrinsic motivation is best used in circumstances when the reward is used sparingly enough so it doesn’t lose its impact The value of the reward can decrease if the reward is given too much This is sometimes referred to as the overjustification effect 6 The overjustification effect happens when an activity you already enjoy is rewarded so often that you lose interest In one study, researchers looked at the way 20-month-olds responded to material rewards compared to their response to social praise or no reward Researchers found that the group that received material rewards was less likely to engage in the same helpful behaviors in the future This suggests that the overjustification effect can start at an early age There’s some evidence that an excessive amount of extrinsic rewards can lead to a decrease in intrinsic motivation Not all researchers agree, however The idea was first explored in a study published in 1973 During the study, some children were rewarded for playing with felt-tip pens This was an activity they already enjoyed Other children weren’t rewarded for this activity After continued reward, the reward group no longer wanted to play with the pens The study participants who weren’t rewarded continued to enjoy playing with the pens A meta-analysis from 1994 found little evidence to support the conclusions from the 1973 study Instead, they determined that extrinsic motivation didn’t affect long-term enjoyment of activities However, a follow-up meta-analysis published in 2001 found evidence to support the original theory from 1973 Finally, a more recent meta-analysis from 2014 determined that extrinsic motivation only has negative outcomes in very specific situations But for the most part, it can be an effective form of motivation Depending on how it’s used, it’s possible that extrinsic motivation could have negative long-term effects It’s likely an effective method when used in addition to other forms of motivation II Achievement Motivation Theory The motivation achievement theory was developed by David McClelland, and it states that human beings are motivated by three main factors that include achievement, power, and affiliation The need for achievement is the strongest and has greater significance in the achievement of success 7 The desire to achieve the absolute best results possible is an amazing trait to find in coworkers (They are usually entrepreneurs) Those who strive to achieve share these three major characteristics: They favor a work environment in which they are able to assume responsibility for solving problems They tend to take calculated risks and to set moderate, attainable goals They need continuing recognition and feedback about their progress so that they know how well they are doing Furthermore, these high achievers have been found to carry two different goals – mastery and performance Which means that as a leader you must recognize what makes these workers tick The high achievers who strive for mastery of tasks are driven by developing themselves internally and are rewarded by becoming increasingly skilled Performance based achievers need to be the best They find satisfaction by completing their duties better than their coworkers III Needs Hierarchy Theory Sometimes called Maslow’s Hierarchy of Needs Maslow's hierarchy of needs is a theory of motivation which states that five categories of human needs dictate an individual’s behavior Those needs are physiological needs, safety needs, love and belonging needs, esteem needs, and self-actualization needs Physiological needs: The first of the id-driven lower needs on Maslow's hierarchy are physiological needs These most basic human survival needs include food and water, sufficient rest, clothing and shelter, overall health, and reproduction Maslow states that these basic physiological needs must be addressed before humans move on to the next level of fulfillment Safety needs: Next among the lower-level needs is safety Safety needs include protection from violence and theft, emotional stability and well-being, health security, and financial security 8 Love and belonging needs: The social needs on the third level of Maslow’s hierarchy relate to human interaction and are the last of the so-called lower needs Among these needs are friendships and family bonds—both with biological family (parents, siblings, children) and chosen family (spouses and partners) Physical and emotional intimacy ranging from sexual relationships to intimate emotional bonds are important to achieving a feeling of elevated kinship Additionally, membership in social groups contributes to meeting this need, from belonging to a team of coworkers to forging an identity in a union, club, or group of hobbyists Esteem needs: The higher needs, beginning with esteem, are ego-driven needs The primary elements of esteem are self-respect (the belief that you are valuable and deserving of dignity) and self-esteem (confidence in your potential for personal growth and accomplishments) Maslow specifically notes that self-esteem can be broken into two types: esteem which is based on respect and acknowledgment from others, and esteem which is based on your own self-assessment Self-confidence and independence stem from this latter type of self-esteem Self-actualization needs: Self-actualization describes the fulfillment of your full potential as a person Sometimes called self-fulfillment needs, self-actualization needs occupy the highest spot on Maslow's pyramid Self-actualization needs include education, skill development—the refining of talents in areas such as music, athletics, design, cooking, and gardening—caring for others, and broader goals like learning a new language, traveling to new places, and winning awards The concept illustrates human needs, arranged in order of importance The lower needs on this pyramid must be fulfilled before one can achieve the next higher level This chart is important for entrepreneurs and leaders to understand For example, if an employee is lacking self-esteem or self-fulfillment in their life, there is little chance of them becoming an extremely remarkable addition to your team You must recognize and create solutions for your staff to become truly satisfied in their life before you can achieve the results you desire 9 IV Equity Theory When it comes to motivation in the workplace, it is extremely important to ensure that your employees feel equal amongst their peers The Equity Theory - a theory that really motivates employees and shows the effectiveness of a leader and a manager’s workforce It’s full name is The Adam’s Equity Theory, also known by its other name: The Equity Theory of Motivation It was developed in 1963 by John Stacey Adams, a workplace and behavioral psychologist This theory is based on the idea that individuals are motivated by fairness It means that if an individual identifies an inequity between themselves and a peer, they will adjust the work they to make the situation fair in their eyes And the higher an individual’s perception of fairness, then the more motivated they will be On the other hand, an individual will be demotivated if they perceive unfairness Further studies have expanded on this theory by classifying three types of behaviors: Benevolent: workers feel satisfied when under-rewarded compared to peers and feel guilty when equally or over-rewarded Equity - Sensitive: workers who believe that everyone should be rewarded fairly They dislike when they are under-rewarded and feel guilty when over-rewarded Entitled - These workers feel they should be over-rewarded in comparison to their peers and dislike anything less 10 10 The idea here is that you must keep careful care of the workforce’s perception regarding paying and rewards V Goal setting theory The goal setting theory is somewhat common sense but it reinforces the fact that a worker’s motivation shares a direct relationship with their goals This theory was developed by Edward Locke and illustrates that by setting specific and challenging goals for your team motivation will provoke extreme productivity From profit goals for your sales force to timeframe goals for your research team, your overall business will benefit greatly by implementing this strategy VI Valence-Instrumentality-Expectancy (VIE) theory This theory may be one of the most important concepts for motivation – but is often overlooked by most businesses The VIE theory states that people are motivated to perform as expected because of the prospect of personal advancement such as a pay-raise or promotion Put in other words, workers who aspire for a better status at work will anything they believe will get them their desired results So what does this mean for your business? It conveys the fact you must clearly illustrate what actions you are looking for when it comes to your employee’s possible pay-raises, bonuses and promotions VII The pygmalion effect 1, What is the pygmalion effect The Pygmalion effect is where an individual’s performance is influenced by others’ expectations In other words, higher expectations lead to higher performance However, the Pygmalion effect specifically refers to how our expectations of others affect our behavior towards them In turn, this can contribute to higher performance 11 11 For example, school teacher Mrs Dolety, expects her student, Toby, to well in the exams Those expectations influence her behavior in what is known as the Pygmalion effect She may spend longer with Toby in explaining a topic Or, she may provide greater feedback when presented with an incorrect answer By comparison, feedback to incorrect answers presented by others is expected and therefore little feedback is presented This may be because the expectations of other students are low They are expected to get the answer wrong So it is seen as more important than the student with potential receives more favorable treatment 2, History of the pygmalion effect The Pygmalion effect was discovered by Robert Rosenthal in his 1964 study It is otherwise known as the Rosenthal Effect, but Rosenthal named the discovery after the mythological Greek sculpture Pygmalion According to Greek mythology, the sculpturer fell in love with the ivory statue of a woman he made, with the gods bringing her to life for him to marry His expectations helped bring the statue to life, which fits in with the Pygmalion effect Our expectations have the power to change reality 3, Pygmalion effect experiment In 1964, Robert Rosenthal hypothesized that reality can be positively or negatively influenced by our expectations of others Rosenthal argued that such expectations could create self-fulfilling prophecies by which negative expectations lead to negative performance In turn, the negative expectations are only re-enforced, with the individual continuing to receive unfavorable treatment Rosenthal conducted his experiment in a single elementary school in California Each student took a test which was designed as a mock IQ test After the exam, the scores were not disclosed 12 12 to the teachers, but they were told the names of the individual children who were said to be ‘intellectual bloomers’ After the school year had passed, the children were asked to take the test again All students scored higher, but there was a notable increase in the test subjects The ‘intellectual bloomers’ made the most progress, with First and Second Graders showing the most significant statistical gains The study concluded that expectations were a contributory factor in the outcome of students, particularly the youngest of children Rosenthal believed that even subtle factors such as the mood or attitude of the teacher could affect students Furthermore, there was a tendency for teachers to pay closer attention to the ‘intellectual bloomers’, who were treated differently, although subtly This occurred through factors such as greater attention and more in-depth feedback Rosenthal later summarised the Pygmalion effect as “the phenomenon whereby one person’s expectation for another person’s behavior comes to serve as a self-fulfilling prophecy” (American Psychologist, Nov 2003, p 839) 4, How Pygmalion effect works According to Rosenthal, the Pygmalion effect works as a self-fulfilling prophecy This can be seen to working in a circular fashion: - People’s beliefs and expectations effect their actions towards others - Those actions impact on the beliefs and expectations that other people hold true about themselves - Those beliefs then impact on the performance of others - The initial belief and expectations of others are verified 13 13 This then cycles us back to where the actions start to become reinforcing 5, Pygmalion effect examples The Pygmalion effect originates from the story of Pygmalion For example, in the Greek play ‘Pygmalion’, he made a statue of his ideal woman His belief was so real that once he kissed her, it is said she came to life and they lived together for the rest fo their lives Another more real-life example can be seen in baseball For example, the coach of a baseball team, Tim, recruits two new players, Ryan and Sam Ryan looks like one of the coach’s baseball idols from back in the 80s He, therefore, has big expectations for him By contrast, Sam is a skinny lad who doesn’t look like he could score many runs He already has low expectations of him As the weeks pass by, Tim is taking more of his time to try and help Ryan with his technique whilst Sam sits in the corner Ryan is constantly filled with praise, whilst Sam is ignored It seems like Ryan is the ‘golden boy’ As the season starts, filled with confidence and guidance, Ryan hits his first home run and wins the team the game By contrast, Sam, who was filled with dread and self-doubt struck out straight away 6, How to use the Pygmalion effect The Pygmalion Effect extends beyond the traditional classroom setting It also stretches towards the business world and other leadership settings It is for this very reason that the Pygmalion effect is a crucial part of the business setting and getting the best out of employees and students alike a) Be aware of expectations 14 14 The Pygmalion Effect is where our expectations of others affect our behaviour towards them If we first acknowledge its existence, we can adapt our thoughts and actions It is important to realize when we have different expectations If we do, just being aware can help us proactively avoid negative actions So instead of spotting weaknesses in people, we can look at the positives and their potential We can become aware of when our expectations are resulting in negative actions For instance, we may shout at someone who we may have low expectations In such examples, it is important to acknowledge such and try and prevent reoccurrence b) Identify positive traits Sometimes we may have low expectations for others and there is no way around it Whether it’s a colleague, a delegate, a friend, or someone else They may seem completely incompetent It is for that reason that it can be difficult to expect much from them, which can, in turn, influence our actions If we can identify and communicate some positive traits, we may be able to lift expectations In turn, these can drive others on and potentially reach their potential which we couldn’t previously envisage From famous soccer players to baseball, to acting, there have been thousands who have exceeded expectations It is therefore important for us to identify those traits which we may overlook c) Create challenges When we achieve a goal, we feel a sense of accomplishment Employees can grow with a sense of empowerment to reach ambitious goals If they are challenged, they not only can exceed your own expectations but also theirs If we set tasks that we believe may be above our expectations of them and encourage them that they can it, they will put everything into it When high expectations are expected, we often all we can to fulfill them d) Positive language 15 15 Whether be believe someone is capable or not, belittling them won’t help Saying things like ‘I’m not sure you can this’ or ‘Can you try’, can be negatively taken Such phrases emphasize a lack of trust and low expectations By complimenting others and identifying the strengths they have shown, we can create positive expectations for them In turn, this can influence our own actions As we focus on their positive attributes, it also creates a heightened level of expectation This can then turn into a positive selffulfilling prophecy e) Provide feedback Whether it’s a student, employee, or someone else, it is important to provide actionable feedback One of the flaws that occur with the Pygmalion effect is the lack of consideration and effort given to those with low expectations Under the effect, we may not both with providing any feedback because ‘there is no point’, or ‘they won’t be able to anything’ Rather than dwell on the what-ifs or whether the feedback would be of use, it is important to at least give it a shot Instead of letting our expectations become a reality, give the person a chance to improve, develop, and prove you wrong Some examples may include, employee reviews or training, or one-on-one feedback CONCLUSION 16 16 First and foremost, we are very grateful to our lecturer Ths Thaddeus Hosteler for giving us the continued support and opportunity to have a lot of important knowledge that can be used in the future In conclusion, understanding the team’s underlying desires and their motivating forces will be essential for company continued success as a leader By understanding these concepts, we could avoid certain unwanted circumstances as well as improving motivation in the workplace REFERENCES - https://en.wikipedia.org/wiki/Pygmalion_(mythology) - http://www.newmethods.org/archives/psychology-concepts-employeemotivation/ - https://www.indeed.com/career-advice/career-development/goal-settingtheory#:~:text=Goal-setting%20theory%20is%20an%20employee-engagement %20tactic%20that%20involves,employee%20performance%20as%20well%20as %20bolster%20employee%20engagement - 17 17 ... of extrinsic motivation: Extrinsic motivation may be more effective for some people than it is for others Certain situations may also be better suited for this form of motivation For some people,... extrinsic motivation, rewards or other incentives — like praise, fame, or money — are used as motivation for specific activities Unlike intrinsic motivation, external factors drive this form of motivation. .. extrinsic motivation only has negative outcomes in very specific situations But for the most part, it can be an effective form of motivation Depending on how it’s used, it’s possible that extrinsic motivation