motivation and decision making

7/25/2019 Motivation and Decision Making

1/17

Motivation

nirutsaahaat daivam patati

(Chaanakya Sutra: 185)

It is de-motivation that leads to

bad luck


2/17

Why eo!le "eave(to! #ve reasons based on modernresearch)

It doesn$t %eel &ood around here

'hey ouldn$t miss me i% I ere &one

I don$t &et the su!!ort I need to &et myob done

'here$s no o!!ortunity %or advancement

Com!ensation is the last reason (amon&to! #ve reasons) !eo!le most leave


3/17

What Motivate or *emotivate:+rameorks

,ierarchy o% needs: Maslo

,y&iene and Motivators: ,erber&

'heory . and /: Mc0re&or

eeds: McClelland

Sel%-*etermination 'heory - Co&nitive 2valuation 'heory

3ob 2n&a&ement 0oal Settin& - M4: challen&e and %eedback

6ein%orcement: Skinner

27uity 'heory r&anisational 3ustice - *istributive9

rocedural9 Interactional Why !eo!le 7uit 2;!ectancy 'heory: c7uire9 4ond9 Com!rehend9 *e%end (>4C*): ohria =

others


4/17

Job Diagnostic Survey (JDS) by Hackman & Oldham:-

Inde!endent


5/17

Integrating ontem!orary "heories o# $otivation

,i&h nB >chB (I)

!!ortunity (+) >bility (0) er%ormanceevaluationCriteria (")

27uityCom!arison : I> I4(@)

Individual

2ort (>)

Individual

er%ormance (4)

r&ani

ational

6eards (C)

Individual

0oals (*)

bective!er%ormanceevaluationsystem (,)

6ein%orcement (3) *ominant eed (,)

0oal directed behaviour (2)> D 4 D C D* E 2;!ectancy Model o% E 0oal Settin& 'heoryC D * (


6/17

Individual *ecision Makin&:,euristics and 4iases -

ros!ect 'heory

(@ahneman = 'versky)


7/17

,euristics and 4iases

>vailability

6e!resentativeness

>nchorin& Con#rmation 4ias

,indsi&ht 4ias

3ud&emental 4iases


8/17

%ros!ect "heory & the alue 'unction


9/17

4ias Strate&ies

>vailability: Check assum!tions avoid bein& sayed by memorable distortionsB 'ry to &et statisticsB *onHt rely on your memory i% you donHt have toB I% you donHt have direct statistics9 try to build u! an estimate ith

indirect statistics and other dataB 6e!resentativeness:

*onHt i&nore relevant data9 consider base rates e;!licitlyB *onHt con%use one ty!e o% !robability ith anotherB (robability that

an arts mana&er ould be like Mark ith the !robability thatsomeone like Mark ould be an arts mana&erB)

>nchorin&: >lays vie the !roblem %rom dierent !ers!ectives9 usin& alternate

startin& !oints and a!!roachesB 'hen reconcile the dierencesB

'hink about the !roblem on your on #rst (to avoid bein& anchoredby their !erce!tionsB) Seek o!inions %rom a ide variety o% !eo!le to !ush your mind in

ne directionsB (*onHt share your estimates or youHll anchor themB)


10/17

4ias Strate&ies (J)

Con#rmation tra!: 0et someone you res!ect to !lay devils advocate to

ar&ue a&ainst the decision you are makin& (or buildthese ar&uments yoursel%)

4e honest about your motivesB >re you really &atherin&evidence to in%orm your choice or usti%y itB

2;!ose yoursel% to conKictin& in%ormationB *onHt &o so%ton the discon#rmin& evidenceB

When seekin& advice9 donHt ask leadin& 7uestionsB vercon#dence:

'ry to challen&e your on e;treme #&uresB 'ry hard to

ima&ine ho they mi&ht be e;ceededB Challen&e an e;!erts estimates in a similar mannerB Substitute %acts %or o!inion henever !ossibleB

1L


11/17

*ecision Makin& and

2thics


12/17

We 'each (can it be tau&ht) and 'rain in 4-Schools on Morals and 2thics in Cor!orate

Sector

Skills to be married ith values (skill stron&-value stron&)

S!eed is re7uired9 but be%ore that9 direction is im!ortant

to decades back9 about 8LO o% lar&e NS

cor!orations had %ormal ethics !ro&ram no it is almost1LLO

Chan&in& !ro#les o% !artici!ants in trainin& !ro&rams inlast to decades


13/17

Meanin&

Moral 6easonin&: rocess by hich e trans%ormour values and belie%s into action


14/17

Makin& 2thical *ecisions

2thics: Standards o% conduct that indicateho one should behave based on moralduties and virtues arisin& %rom !rinci!les

about ri&ht and ron&B

'hree criteria:

Ntilitarian

6i&hts

3ustice


15/17

+actors inKuencin& ethical decisionmakin&

Sta&es o% Moral *evelo!ment

Who stick to ethical behaviour

Ethical behaviour is related to self-esteem. People whofeel good about themselves have what it takes towithstand outside pressure and to do what is rightrather than do what is merely expedient, popular, orlucrative(4lanchard and eal9 l88)B

r&anisational 2nvironment

"ocus o% Control


16/17

Sta&es o% Moral*evelo!ment

Stickin& to rules to avoid !hysical !unishment

+olloin& rules only hen it is in your immediateinterest

"ivin& u! to hat is e;!ected by !eo!le close toyou

Maintainin& conventional order by %ul#llin&obli&ations to hich you have a&reed


17/17

Testing Ethics of Your Decision

1. *oes it violate the obvious PShall-

notsQ

JB Will anyone &et hurt

RB ,o ould you %eel i% your decisionere re!orted on %ront !a&e o%your nes!a!er

B What i% you did it 1LL times

5B ,o ould you %eel i% someone did i%

to you

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