Transcript WHAT IS ORGANIZATIONAL BEHAVIOR

Chapter 4
Motivating Self and Others
What is Motivation?
Motivation
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The processes that account for
an individual’s intensity, direction,
and persistence of effort toward
attaining a goal
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Intensity: how hard a
person tries
Direction: where effort
is channeled
Persistence: how long
effort is maintained
Theory X and Theory Y
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Theory X
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The assumption that employees dislike work, will
attempt to avoid it, and must be coerced, controlled,
or threatened with punishment if they are to
perform.
Theory Y
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The assumption that employees like work, are
creative, seek responsibility, and can exercise selfdirection and self-control.
Motivators
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Intrinsic
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A person’s internal desire to do something,
due to such things as interest, challenge,
and personal satisfaction.
Extrinsic
Motivation that comes from outside
the person, such as pay, bonuses,
and other tangible rewards.
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Needs Theories of Motivation
Basic idea:
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Individuals have needs that, when
unsatisfied, will result in motivation
Maslow’s hierarchy of needs
 Herzberg’s two factor theory (motivation-hygiene
theory)
 Alderfer’s ERG theory
Less Important
 McClelland’s theory of needs

Maslow’s Hierarchy of Needs
Selfactualization
Esteem
Social
Safety
Physiological
Herzberg’s Motivation-Hygiene
Theory
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Hygiene factors - necessary, but not
sufficient, for healthy adjustment
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Extrinsic factors; context of work
Company policy and administration
 Unhappy relationship with employee's
supervisor
 Poor interpersonal relations with one's peers
 Poor working conditions
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These needs must be met so employee is not dissatisfied – but they
do not necessarily lead to satisfaction
Herzberg’s Motivation-Hygiene
Theory
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Motivators - the sources of satisfaction
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Intrinsic factors; content of work
Achievement
 Recognition
 Challenging, varied or interesting work
 Responsibility
 Advancement
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Contrasting Views of Satisfaction
and Dissatisfaction
Traditional view
Satisfaction
Dissatisfaction
Herzberg's view
Intrinsic
Motivators
No Satisfaction
Satisfaction
Hygiene Factors
Dissatisfaction
Extrinsic
No dissatisfaction
Alderfer’s ERG Theory
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Existence
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Relatedness
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Concerned with providing basic material
existence requirements
Desire for maintaining important
interpersonal relationships
Growth
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Intrinsic desire for personal development
McClelland’s Theory of Needs
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Need for Achievement
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Need for Power
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The drive to excel, to achieve in relation to a
set of standards, to strive to succeed
The need to make others behave in a way
that they would not have behaved otherwise
Need for Affiliation
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The desire for friendly and close
interpersonal relationships
Summarizing the Various Needs
Theories
Maslow
Alderfer
Herzberg
McClelland
Self-Actualization
Growth
Motivators
Need for Achievement
Esteem
Affiliation
Hygiene
Factors
Security
Existence
Physiological
Need for Power
Relatedness
Need for Affiliation
Summary: Hierarchy of Needs
 Maslow:
Argues that lower-order needs
must be satisfied before one
progresses to higher-order needs.
 Herzberg: Hygiene factors must be met
if person is not to be dissatisfied. They
will not lead to satisfaction, however.
Motivators lead to satisfaction.
Summary: Impact of Theory
 Maslow:
Enjoys wide recognition
among practising managers. Most
managers are familiar with it.
 Herzberg: The popularity of giving
workers greater responsibility for
planning and controlling their work can
be attributed to his findings. Shows
that more than one need may operate
at the same time
Process Theories of Motivation
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Look at the actual process of motivation
Expectancy theory
 Goal-setting theory
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Expectancy Theory
An employee will be motivated to exert a high
level of effort when he/she believes:
 That effort will lead to good performance
 That performance will lead to organizational
rewards
 The rewards will satisfy the employee’s
personal goals
Expectancy Relationships
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The theory focuses on three relationships:
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Effort-performance relationship
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Performance-reward relationship
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The perceived probability that exerting a given
amount of effort will lead to performance.
The degree to which the individual believes that
performing at a particular level will lead to a desired
outcome.
Rewards-personal goals relationship
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The degree to which organizational rewards satisfy
an individual’s personal goals or needs and are
attractive to the individual.
How Does Expectancy Theory
Work?
My professor offers me $1 million if I memorize the textbook by tomorrow morning.
Expectancy
Effort
Performance Link
No matter how much effort
I put in, probably not possible
to memorize the text in 24 hours
E=0
Instrumentality
Performance
Rewards Link
My professor does not look
like someone who has $1 million
I=0
Valence
Rewards
Personal Goals Link
There are a lot of wonderful things
I could do with $1 million
V=1
Conclusion: Though I value the reward, I will not be motivated to do this task.
Steps to Increasing Motivation, Using Expectancy
Theory
Improving Expectancy
Improve the ability of the
individual to perform
Improving Instrumentality
’ s belief that
Increase the individual
performance will lead to reward
Improving Valence
Make sure that the reward is
meaningful to the individual
Steps to Increasing Motivation, Using Expectancy
Theory
Improving Expectancy
Improving Instrumentality
Improving Valence
Improve the ability of the
Increase the individual ’s belief that
Make sure that the reward is
individual to perform
performance will lead to reward
meaningful to the individual
• Make sure employees have skills
for the task
• Provide training
• Assign reasonable tasks and goals
• Observe and recognize performance
• Deliver rewards as promised
• Indicate to employees how previous
good performance led to greater
rewards
• Ask employees what rewards they
value
• Give rewards that are valued
Goal-Setting Theory
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The theory that specific and difficult goals lead
to higher performance.
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Goals tell an employee what needs to be done and
how much effort will need to be expended.
 Specific goals increase performance
 Difficult goals, when accepted, result in higher
performance than do easy goals
 Feedback leads to higher performance than does
nonfeedback.
Specific hard goals produce a higher level of output
than does the generalized goal of “do your best.”
 The specificity of the goal itself acts as an internal
stimulus.
Management by Objectives
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A program that encompasses
Specific goals
 Participative decision-making
 Explicit time period
 Performance feedback
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Summary so far …
What is motivation?
 Needs theory of motivation
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Maslow’s Hierarchy
 Motivation-Hygiene Theory
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Process Theories of Motivation
Expectancy Theory
 Goal-setting Theory
 Management by Objectives
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For next class
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Read Stella McCarthy Case and be
prepared to discuss in class on
Wednesday