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[Music]
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we're going to talk about motivation at
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work um motivation is a um is a word
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which in the word itself uh says a lot
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to motivate has something in like
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movement yeah so it's the the Latin word
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of Mo it's it's moving one to another
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it's it's moving what makes people move
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what makes people tick yeah what makes
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that people do what they're doing um if
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you look at the definition of um um of
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motivation here at slide number two it's
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motivation concerns the conditions that
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are responsible for the intensity the
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quality and the direction of ongoing
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Behavior okay let's take out a couple of
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things which are important from this uh
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from this definition so motivation is uh
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so has to do with intensity so it's the
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it is the amount of energy that you put
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into something so it's intensity how
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intense are you doing something what is
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the quality of what you do so do you do
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you take care of it is it just it's not
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only energy in terms of quantity it's
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also quality make sure you do the right
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things and the direction so to what so
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it's it's your it's Direction has to do
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with Focus so you're focus on one thing
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and not on the other of ongoing
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Behavior now behav Behavior itself
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there's a lot of behavior that we do not
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control as we speak I'm breathing in and
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breathing out I can more or less control
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that but I cannot control my heartbeat
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at least I cannot stop it just like that
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well at least with some external forces
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I could but you know what I'm trying to
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say so a lot of behavior is is is not
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ongoing but but the things that you do
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in daily life you choose you you focus
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on certain things you put a certain
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quantity of of it and a certain quality
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that's what motivation is about why do
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we do what we do and in this case we're
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talking about motivation at work so why
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do we do what we do at work that's what
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this chapter is about if you go to slide
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number three you will see is that um um
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that already for ages people thought
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about why do people do what they do and
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um uh also the ancient Greek
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philosophers thought about it but if you
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if you if we focus on psychology the
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first ones to reink about that is or the
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one of the famous one was Zigman
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Freud and he said people have
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instincts now the idea of an instinct is
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that it's a pattern of behavior which is
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innate yeah so it's already there before
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birth it's it's something that we cannot
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control or not easily control because
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it's there and you know that Freud said
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you know we have certain needs certain
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sexual needs certain and needs need for
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aggression and we need to control those
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okay um so that's one of the first
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theories about motivation um mlo and I
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will talk about muslo uh quite a few um
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uh quite a few times during this lecture
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and next lecture is but what he said is
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that our instincts gradually are
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replaced by needs so the things that we
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need where an instinct is something
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which is there and and just has to get
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out uh uncontrollable is uh we have
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certain needs and some of these needs
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are basic uh mov said like eating and
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drinking um and there is um uh there are
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things that we just need because to to
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satisfy ourselves um and we can live
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without
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them I'll get back to musli later on and
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there then there was the behaviorist
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approach which was more in the 50s and
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60s when people said it is a matter of
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reward whether or not Behavior comes
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back so we are motivated by the idea of
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getting uh of getting reward or knowing
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that we could get punished if we don't
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do
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something another theory is the field
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the theory from Leen who said it's more
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like group dynamics and and and Leen
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said is we cannot look at individual
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behavior of a individual of individual
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Behavior without looking at the person's
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environment yeah so he said is that
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behavior is always an interaction with
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the environment
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okay we will go through a couple of uh
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theories about motivation but before I
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go to the next slide I I want to share
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with you that when I was a student uh
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maybe for you ages ago but for me
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yesterday I remembered that I heard all
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these theories of motivation and I
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thought
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like can somebody just give me the right
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answer to the question what motivates
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people yeah so there are maybe eight
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theories or 10 theories or five but give
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me the correct one
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and then I can learn that and continue
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with my life well the bad news is uh the
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good news is that that psychology is a
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fascinating science which is so young
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that we do not have answers to a lot of
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questions that's the honest answer
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there's a lot of things we don't know
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and motivation is such a complex concept
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that we just do not have the one theory
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that explains it all so some Behavior we
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can really explain with a certain Theory
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but other other things we can't so it's
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a highly complex uh matter and that
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gives us the opportunity to Pioneer and
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to invent new ideas and it's it's
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there's a lot of things still to be
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discovered but the bad news is I cannot
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give you this one theory that explains
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it all yeah so that that's the
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explanation why you get so many theories
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to explain something and that as a
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scientist you studying on an in an
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academic world is that the world is
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so incredibly complex it's it's
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indefinitely complex that we will never
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have this one theory that explains it
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all this is almost scci scientific
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philosophy that I'm talking about but
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here you see it in real life there is
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not this one theory of motivation again
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that's bad news for you if you don't
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like this field and if you just want to
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go on and and and make your exam and and
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and uh move on with your life but if you
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think about how fascinating it is that
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we do not know we still do not know why
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people do what they do and we don't have
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this one Theory wow you know it's a
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let's get and let's go and find it good
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chapter um uh slide number four um
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people have used uh over the last couple
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of decades um different metaphors to to
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explain what what um what motivation is
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all
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about and the first and it's not not an
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coincidence that a lot of these
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metaphors um uh correspond with uh in
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Inventions or or the context in which
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those people lived and the first
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metaphor is the the human as a machine
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and of course 100 years ago when the the
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steam engine was there was like a was
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what is the internet now was the steam
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uh the steam motor uh 150 years ago it
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was it was an amazing it was a
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disruptive thing for for the way that we
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interacted with each other all of a
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sudden we could transport much faster
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than before without horses that was
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amazing so people thought like like a
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steam engine is constructed this is the
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way that our brain is constructed and
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this is the way that we are motivated so
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people's behavior and actions are a
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reflection of
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involuntarily um performed without
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conscious conscious awareness so
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people's behaviors and actions are
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reflexive so we respond to things so
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there is like Freud says there's there's
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all all these needs you know I have
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certain very basic needs that that are
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are instincts that come out of me and I
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need to control those like a steam
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engine that there's there's Force coming
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from from below and there's the there's
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a another force that has to control um
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the steam coming out of the engine that
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that is
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uh how the first people the first
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metaphors of uh of motivation so you are
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pushed yeah you're pushed by internal
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needs and you're pulled by external
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stimuli and that's that's the way that
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people viewed motivation um uh 100 years
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ago if you go to slide number five um
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it's a person as a judge that's a
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completely different way of thinking so
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the judge is somebody who looks at
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information
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and looks at another information starts
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weighing you know this might be true
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this might be true um so the person as a
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judge is it means that the individual
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seeks information about the extent the
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person and others perceive uh as
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responsible for positive and negative
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events so there's positive there's
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negative let's weigh
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them um so you can hypothesize about
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foundation for events and actions of
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others
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okay so if if I do this then I'll then
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that might happen that is you
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judging okay um and you can also look at
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person as uh as somebody who's
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intentional which is not weighing pros
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and cons but you have a certain
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intention so so so there's something you
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want to achieve yourself so you develop
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goals and plans okay so there's
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different metaphors of uh of dealing
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with it and let's have a look at the at
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the next slide slide number six so here
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you see it all together on table 8.1 so
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the person as a machine it means
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automatic response by the individual if
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you're pushed by the internal needs so
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response to needs and drives okay person
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as a machine also has pulled by the
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environmental s stimuli which means uh
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respond to external stimuli and
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reinforcement okay then you have person
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as a scientist yeah which means
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voluntary responses by the individual so
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this is voluntarily which is an an
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important word because you don't find
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that in the person as a machine and here
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you see voluntarily responses and you
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can look at the person as a judge which
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is somebody hypothesizes about the
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foundation for events and actions of
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others and the last one is the person as
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intentional which is someone who
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develops goals and action plans now what
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you will find in um here in slide number
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seven is um um the the crucial link
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between motivation and performance
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and I will get back to you in the other
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lecture from uh lecture number 10 where
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I will talk about the article of Koli
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but here there you will find the um um
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the formula that you will find here as
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well on um on page or on the slide
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number seven and you see that
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performance is not only a matter of
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motivation but it's also a matter of
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ability and situational constraints
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I will not go into much detail because I
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will do that in the next lecture but
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just briefly is that motivation is
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crucial for performing as well yeah
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theend the rest of the formula I'll get
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back in the other lecture but but for
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now is motivation is crucial for
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performance it's one of the elements
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which predicts
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performance let's look at slide number
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eight
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um one of these subjects which has
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become very uh very dominant for the
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last couple of years years but
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especially now uh during Corona is how
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people deal with motivation and and work
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life balance yeah so work life balance
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and it investigates whether satisfaction
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of one's experience at work are affected
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by the satisfaction of one's experience
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in non work and vice versa so it's the
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interplay or the interaction between
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your what you do in your work and uh in
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your in your private life and whether or
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not those are mixed well needless to say
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and the book is not talking about Corona
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of course because the book is uh is
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pre-c Corona but what we see now a lot
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is that when people are working uh uh uh
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during Corona we know now from research
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is that people work
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more yeah because uh every
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morning um if you have a 5day week uh uh
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job every morning you go to work and
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let's say it takes 45 minutes and you go
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back 45 minutes so you could say you
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gain one and a half hours however most
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people tend to use those to work so they
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work
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more and commuting from work from home
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to work now means climbing the stairs to
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your uh to your study room yeah so
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people work more hours and um and maybe
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that that does something with their
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motivation and I have to say in the
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first
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lockdown most people were actually happy
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that they were still able to work they
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were just proud of that they could make
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it happen but what you now gradually see
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is that their motivation is going down
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because they say my work life balance is
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is getting out of sync you know it's
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it's it's the balance is gone and it's a
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crucial point because people are not
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only there in life to work and uh if you
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um start interfering with their work
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life balance they become very unhappy
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good let's look at slide number nine um
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besides motivation there's also
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attitudes and attitudes are relatively
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stable feelings or beliefs directed
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towards a specific uh person groups
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ideas or a job yeah so you can have a
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certain attitude towards work and
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attitudes includes for instance like job
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satisfaction or job commitment
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organizational commitment job
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involvement those are the words that we
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use a lot I'll get back to you in in
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another chapter regarding this but these
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are the things that that organizational
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psychologists tend to measure
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in
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questionnaires in almost every um in
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almost every uh uh organization they
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measure once a year what your attitudes
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are towards work yeah and where
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motivations are are uh um can change day
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by day the attitudes are are are
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relatively are relatively stable yeah so
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they want to know from you how uh how
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satisfied are you with your uh with your
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work okay again this is chapter number
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nine we'll get back to you on that one
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if we look at the relationship between
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motivation and personality as you can
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find in slide number
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10 um it turns out that there is a
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consistent relationship between certain
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factors of the big five and
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motivation um and you probably see this
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one coming is that um it turns out that
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neuroticism is negatively related to
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Performance
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motivation and consensuous is positively
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related to uh
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motivation because people who are
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consens having their personality that
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they do what they're supposed to do and
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they do not do what they're not supposed
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to do so they have this tendency to do
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what they're supposed to do and people
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who are neurotic um tend to uh to have a
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little bit lower um uh relation or
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performance uh mod
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ation good let's look at um slide number
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11 where we we go into module 8.2 which
00:16:06
is motivational theories and the classic
00:16:09
approach now what you see here is uh is
00:16:13
mof's theory of needs um and what maslo
00:16:18
said is that internal there's an
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internal me mechanical Theory that's
00:16:23
actually what it is and he said all
00:16:25
humans have a basic set of needs that
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Express themselves over a lifespan uh of
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individuals as uh internal pushes or
00:16:35
drives so we have certain drives we want
00:16:40
things um and that's what uh what maslo
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said is that he that that he assumed
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that that we have different uh
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needs now you can see um you probably
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know the theory of muslo and the Pyramid
00:16:54
of muslo but but there's a big warning
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sign here uh and I know every year there
00:16:59
people completely shocked when I say
00:17:01
this but there are a few things in life
00:17:03
where people just got it all wrong and
00:17:08
one of them is
00:17:09
maof mlof never said that these needs
00:17:14
are actually in a
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pyramid yeah so there's a lot of proof
00:17:19
that people have needs people especially
00:17:22
have basic needs I will get back to you
00:17:24
in another lecture about about these
00:17:26
needs that people indeed have certain
00:17:28
needs and uh but the idea that they're
00:17:31
completely ordered in a in a uh in a
00:17:34
hierarchy is just not true so the
00:17:36
iceberg or the maslof pyramid is is is
00:17:39
just not is falsified yeah I know that
00:17:42
this is for some of you shocking news
00:17:44
but it is what it is okay but according
00:17:47
to the Pyramid of maslof which maybe
00:17:50
exists on paper for a few people but we
00:17:55
as psychologists know it's just not a
00:17:57
pyramid but okay let's look at it as if
00:18:00
if it were a pyramid then then the
00:18:01
highest need you have
00:18:03
self-actualization yeah which is desire
00:18:05
to develop
00:18:06
yourself um there's esteem needs so you
00:18:09
need to be respected there's love social
00:18:11
need and belonging there are security
00:18:14
needs and the lowest one are
00:18:15
physiological needs okay um so there are
00:18:19
different needs and there is I can tell
00:18:21
you indeed research that these needs
00:18:23
exist that they're Universal they're
00:18:25
just not a pyramid good
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um the book is not as specific in this
00:18:34
as I am so uh uh that that you know the
00:18:37
difference and if you if you don't see
00:18:38
this in the book that clear well then
00:18:40
let me them be clear uh it is one of
00:18:43
those things that uh tend to be um a
00:18:45
little bit outdated okay um mon of needs
00:18:49
theory so employers need to know what
00:18:50
need level individual workers are
00:18:53
operating um so a group of workers may
00:18:56
all be functioning at the different Le
00:18:58
needs level it is possible that certain
00:19:00
people have different needs you know
00:19:02
that that of course makes perfect sense
00:19:05
um uh and those are the things we have
00:19:07
to look at when when people are working
00:19:09
in um in an
00:19:11
organization okay um in in um chapter or
00:19:16
in in in slide number 14 you will see
00:19:18
that uh muslo theory is linked to the uh
00:19:22
two Factor theory of
00:19:24
hburg just make sure that you do read
00:19:26
that briefly but you will see that the
00:19:28
two- Factor theory of harzburg has um uh
00:19:32
certain uh uh certain similarities in
00:19:34
terms of needs but it's it's just the
00:19:37
hierarchical part which Herzberg doesn't
00:19:39
have and Herzberg says we have hygiene
00:19:42
needs and we have motivational
00:19:45
needs yeah so you can see harzburg and
00:19:48
and muslo they uh their theories are
00:19:51
look more or less alike okay slide
00:19:54
number 15 you will also find the ERG um
00:19:58
uh a theory from um alair from from 72
00:20:02
and he said there are basic three basic
00:20:05
needs not two or not five but there
00:20:07
there different basic needs uh existence
00:20:11
uh relatedness and growth
00:20:14
um uh this is one of those theories that
00:20:16
did not get a lot of support but still
00:20:19
uh in this course you also need to
00:20:21
understand where we're coming from in
00:20:22
this field yes so we're coming from
00:20:25
Freud and we're coming from where where
00:20:27
we had instincts and we go to muslo
00:20:29
where we had needs and then it develops
00:20:31
towards where we are today okay one step
00:20:34
further in um in um in time we go to
00:20:37
slide number 16 we go to reinforcement
00:20:40
Theory now what you see here on this
00:20:43
video is a rat um and the rat has a uh
00:20:47
part in its brain and if you um really
00:20:52
watched uh Eric scher's lectures in the
00:20:55
in the previous set of lectures on
00:20:57
neuros pychology you know which part of
00:21:00
the brain but in your brain there is a
00:21:02
part that takes care of your reward
00:21:06
system now the rat that you see is is
00:21:09
being stimulated and the moment that
00:21:11
that um you put an electrode in the
00:21:14
brain of the Rat and you learn the rat
00:21:16
that if it touches something it will get
00:21:18
a reward it will touch it
00:21:21
more um and this is one of those
00:21:24
theories that cannot explain everything
00:21:25
but if you want to understand addiction
00:21:28
it's definitely you're you're getting
00:21:30
closer here is there's a part of the
00:21:32
brain that's looking for reward and and
00:21:34
instant reward we can get from certain
00:21:36
things you can get instant reward from
00:21:38
eating drugs from sex from from drinking
00:21:40
you know or smoking those are instant
00:21:43
rewards and the young brain especially
00:21:45
young uh children or or uh young young
00:21:48
adults or young grown-ups so let's say
00:21:50
in the age of 15 to uh uh to 20 25 um uh
00:21:56
are very much open for instant Rewards
00:21:59
and um um the uh reinforcement Theory
00:22:05
helps you to understand why especially
00:22:08
on on those ages you have to be very
00:22:10
careful with uh with all kinds of
00:22:12
addictions because if the brain is open
00:22:15
for instant reward a lot of things in
00:22:17
life do not give instant
00:22:20
rewards actually as I speak and you are
00:22:24
watching you're doing something which is
00:22:26
not not rewarding you're not not getting
00:22:29
something back unlike at your telephone
00:22:31
where you do something it will it it
00:22:33
works it it the people who make your
00:22:35
phone and the apps on your phone they
00:22:37
absolutely know this Theory because they
00:22:39
know that if you do something you need
00:22:41
to be rewarded as quick as possible so
00:22:43
you do something ding ding you know you
00:22:45
get better you get rewards and you get
00:22:47
you get friends you get likes you know
00:22:48
immediately there's reward and a lot of
00:22:50
things in life don't have
00:22:52
that good um back to um um to the slide
00:22:56
number 16 so there's a stimulus and
00:22:58
there's a response and there's a
00:23:01
reward okay I will in the next lecture I
00:23:03
will touch upon this this one uh uh as
00:23:06
well um so there's contingent reward
00:23:09
which basically means that you get
00:23:10
rewarded depending on a certain
00:23:14
response good um intermittent or
00:23:17
continuous rewards uh means that you
00:23:20
that you know you you um that if you
00:23:23
constant the idea is that if you
00:23:24
constantly get rewarded for the right
00:23:26
Behavior you will be do everything in
00:23:29
order to show more of that behavior and
00:23:30
that's a way that you can make sure that
00:23:32
people do what they're supposed to do
00:23:34
okay I'll get back to you on this one in
00:23:36
the next uh next one
