Organizational behavior core concepts by kinicki chapter4

Maslow’s Need Hierarchy Theory• Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization • Arranged in a preponent hierarchy... Maslow’s

Motivation in Theory: What

Makes Employees Try

Harder

Learning Objectives

• Describe how individuals may be

motivated by their needs

• Discuss how individuals may be

motivated by their perceptions of equity and justice

• Summarize how people’s motivation can

be influenced by their attitudes toward outcomes and their belief they can

influence outcomes

Motivation in Theory

• Motivation

– psychological processes that arouse and

direct goal-directed behavior

Motivation in Theory

• Content theories

– identify internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation

• Process theories

– explain the process by which internal factors

Content Theories of Motivation

– Physiological or psychological

deficiencies that arouse behavior.

Maslow’s Need Hierarchy Theory

• Motivation is a function of five basic

needs – physiological, safety, love, esteem, and self-actualization

• Arranged in a preponent hierarchy

Maslow’s Need Hierarchy

Figure 4-1

Maslow’s Need Hierarchy Theory

• Once a need is satisfied it activates the next higher need in the hierarchy

• Managerial implication – a satisfied need may lose its motivational potential

Alderfer’s ERG Theory

McClelland’s Need Theory

• Need for achievement

– Desire to accomplish something difficult.

• Need for affiliation

– Desire to spend time in social relationships

and activities

• Need for power

– Desire to Influence, coach, teach, or

encourage others to achieve

McClelland’s Need Theory

Achievement-motivated people share three

common characteristics:

1 Preference for working on tasks of

moderate difficulty

2 Preference for situations in which

performance is due to their efforts

McClelland’s Need Theory:

Managerial Implications

• Organizations should consider the

benefits of providing achievement training for employees

• Achievement, affiliation, and power

needs can be considered during the selection process, for better placement

• Managers should create challenging task assignments or goals

Herzberg’s Motivator-Hygiene Model

Equity Theory

• Equity theory

– Holds that motivation is a function of fairness

in social exchanges

Negative and Positive Inequity

Negative and Positive Inequity

Dynamics of Perceived Inequity

• Equity sensitivity

– An individual’s tolerance for negative and positive equity

Dynamics of Perceived Inequity

• Benevolents have a higher tolerance for

negative inequity

• Sensitives adhere to a strict norm of

reciprocity and are quickly motivated to resolve both negative and positive

inequity

Dynamics of Perceived Inequity

• Entitleds have no tolerance for negative

inequity– expect to obtain greater output/input ratios than comparison others and become upset when this is not the case

Practical Lessons from Equity

Theory

• Equity theory provides managers with yet another explanation of how beliefs and

attitudes affect job performance

• Research emphasizes the need for

managers to pay attention to employees’ perceptions of what is fair and equitable

Practical Lessons from Equity

Theory

• Managers benefit by allowing employees

to participate in making decisions about important work outcomes

• Employees should be given the

opportunity to appeal decisions that affect their welfare

Practical Lessons from Equity

Theory

• Employees are more likely to accept and support organizational change when they believe it is implemented fairly and when

it produces equitable outcomes

• Managers can promote cooperation and teamwork among group members by

treating them equitably

Practical Lessons from Equity

Theory

• Treating employees inequitably can lead

to litigation and costly court settlements

• Employees’ perceptions of justice are

strongly influenced by the leadership behavior exhibited by their managers

• Managers should pay attention to the

organization’s climate for justice

Expectancy Theory of Motivation

• Expectancy theory

– Holds that people are motivated to behave in ways that produce valued outcomes

Vroom’s Expectancy Theory

• Motivation boils down to the decision of how much effort to exert in a specific

task situation

• Expectancy

– Belief that effort leads to a specific level of performance

Vroom’s Expectancy Theory

Motivation Through Goal Setting

• Goal

– what an individual is trying to accomplish

How Goal Setting Works

• Goals direct attention

• Goals regulate effort

• Goals increase persistence

• Goals foster the development and

application of task strategies and action plans

Applications of Goal-Setting

Research

1 Difficult goals lead to higher

performance

2 Specific, difficult goals lead to higher

performance for simple rather complex tasks

• Goal specificity – quantifiability of a goal

Insights from Goal-Setting

Research

4 Participative goals, assigned goals, and

self-set goals are equally effective

5 Goal commitment and monetary

incentives affect goal-setting outcomes

• Goal commitment – extent to which an

individual is personally committed to achieving a goal

Motivating Employees Through Job Design

• Job Design

– changing the content and/or process of a specific job to increase job satisfaction and performance

Mechanistic Approach

Scientific Management

1 Use time and motion studies to develop

standard methods for performing jobs.

2 Carefully select employees with the

appropriate abilities.

3 Train workers to use the standard methods and procedures.

4 Support workers and reduce interruptions.

5 Provide incentives to reinforce performance

The Job Characteristics Model

The Job Characteristics Model

• Intrinsic motivation

– motivation caused by positive internal feelings

Biological and Perceptual- Motor Approaches

• Based on research from biomechanics, work physiology, and ergonomics

• Focuses on designing the work

environment to reduce employees’

physical strain, fatigue , and health complaints