Transcript (Textbook) Organizational Behavior, 10ed (Fred Luthans)

Section 5
Motivation
Why are people motivated to do those
things? VIDEO
Leaders are Readers
 Peter Drucker
 The Effective Executive (1967)
 “Morale in an organization does not mean that “people get
along together”; the test is performance, not conformance.”
Elements of
Work Motivation
Direction of Behavior
Which behaviors does a
person choose to perform
In an organization?
Level of Effort
How hard does a person
work to perform a
chosen behavior?
Level of Persistence
When faced with obstacles
how hard does a person keep
trying to perform a
chosen behavior successfully?
Motivation
 Directly or Indirectly Dominates Organizational Behavior
 Personality, PsyCap, etc….motivational propensities
 Psychological contracts
 Goal Setting Theory
 O.B. Modification
 Compensation
 Social Identity Theory
 WHY do people do what they do?
 What drives motivation to engage, motivation to withdraw,
motivation to perform, motivation to quit?
Catch 22
 Motivation is rarely the core issue
 Abilities
 Job Design
 Tools at Work
 Leadership
 All problems are not solved by having motivated employees
The Process of Motivation
Individual Approaches
Primary Motives
Human motives are variously called physiological, biological,
unlearned, or primary.
Two criteria must be met in order for a motive to be
included in the primary classification: It must be unlearned, and it
must be physiologically based.
Even though the brain pathways will be developed in
different ways and people develop different appetites for the
various physiological motives, they will all have essentially the
same primary needs.
What are some examples of Primary Motives?
General and Secondary Motives
 General Motives
 The Curiosity, Manipulation, and Activity Motives
 The Affection Motive
 Secondary Motives
 The Power Motive
 The Achievement Motive
 The Affiliation Motive
 The Security Motive
 The Status Motive
 Intrinsic versus Extrinsic Motives
 Intrinsic- Behavior for it’s own sake
 Extrinsic- Based on acquisition of material or social rewards or
McClelland’s Need Theory:
Need for Achievement
Need for Achievement - a
manifest (easily perceived) need that
concerns individuals’ issues of
excellence, competition, challenging
goals, persistence, and overcoming
difficulties
McClelland’s Need Theory:
Need for Power
Need for Power - a manifest (easily
perceived) need that concerns an
individual’s need to make an impact
on others, influence others, change
people or events, and make a
difference in life
Different than the importance of
control in the workplace (e.g., Univ
of Texas Study on dying prematurely)
McClelland’s Need Theory:
Need for Affiliation
Need for Affiliation - a manifest (easily perceived) need
that concerns an individual’s need to establish and maintain
warm, close, intimate relationships with other people
From Individual to Work Motivation
Approaches
(e.g., from psychology to Org Behavior)
Work-Motivation Approaches