Organizational behavior lecture notes, unit 6 OB

Lecture notes, Unit 6 OB©Prentice Hall, 2001 Chapter 6 2 Learning Objectives • Outline the motivation process • Describe Maslow’s need hierarchy • Contrast Theory X and Theory Y • Differ

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Lecture notes, Unit 6 OB

©Prentice Hall, 2001 Chapter 6 2

Learning Objectives

• Outline the motivation process

• Describe Maslow’s need hierarchy

• Contrast Theory X and Theory Y

• Differentiate motivators from hygiene factors

• Examine the job characteristics that high

achievers prefer

Explain

Learning Objectives

• Examine goals that increase performance

• State the impact of under-rewarding

employees

• Clarify relationships in expectancy theory

• Learn how the contemporary theories of

motivation complement each other

Explain

What Is Motivation?

Direction

Persistence Intensity

Motivation is the process that accounts for an individual’s intensity, direction, and

persistence of effort toward the attainment of a goal Intensity is concerned with how hard

a person tries This is the element most of us focus on when we discuss the topic of

motivation However, unless effort is channeled in a direction that benefits the

organization, high intensity is no guarantee of favorable job-performance outcomes

Quality of effort, therefore, is just as important as intensity of effort Finally, persistence

(how long a person can maintain effort) is important A motivated person stays with a task long enough to achieve his or her goal

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Maslow’s

Hierarchy

of Needs

Esteem Social Safety Physiological

Physiological

According to Abraham Maslow, within every human being, the following hierarchy of

needs exists The first three are deficiency needs because they must be satisfied if the individual is to be healthy and secure The last two are growth needs because they are

related to the development and achievement of one’s potential As each of these needs becomes substantially satisfied, the next higher need becomes dominant

1 Physiological Hunger, thirst, shelter, sex, and other survival needs.

2 Safety Security, stability, and protection from physical or emotional

harm

3 Social Social interaction, affection, companionship, and friendship.

4 Esteem Self-respect, autonomy, achievement, status, recognition, and

attention

5 Self-actualization Growth, self-fulfillment, and achieving one’s potential.

Theory X

Avoid Responsibility Little Ambition

Theory Y

Accept Responsibility Self-Directed

Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y

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Seeing people as irresponsible and lazy, managers who follow Theory X assume the

following:

1 Employees inherently dislike work and will try to avoid it

2 Since employees dislike work, they must be coerced, controlled, or

threatened to achieve goals

3 Employees avoid responsibilities and seek formal direction, if possible

4 Most workers place security above all other work-related factors and will display little ambition

Since they see people as responsible and conscientious, managers who follow Theory Y

assume the following:

1 Employees can view work as being as natural as rest or play

2 When committed to their objectives, people will exercise self-direction and

self-control

3 The average person can learn to accept, even seek, responsibility

4 Many workers besides managers have innovative decision-making skills

No hard evidence confirms that either set of assumptions is universally true It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand

Herzberg’s Two-Factor Theory

• Quality of supervision

• Rate of pay

• Company policies

• Working conditions

• Relations with others

• Job security

• Quality of supervision

• Rate of pay

• Company policies

• Working conditions

• Relations with others

• Job security

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

• Career Advancement

• Personal growth

• Recognition

• Responsibility

• Achievement

High Job Dissatisfaction 0 Job Satisfaction High

Frederick Herzberg asked workers to describe situations in which they felt either good or

bad about their jobs His findings are called motivation-hygiene theory Herzberg asserted

that intrinsic factors are related to job satisfaction whereas extrinsic factors are associated with dissatisfaction So, he called company policy, supervision, interpersonal relations,

working conditions, and salary hygiene factors When these factors are adequate, people

will not be dissatisfied; however, they will not be satisfied either He believed that

achievement, recognition, the work itself, growth, and responsibility are motivational because people find them intrinsically rewarding

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–adjective

1 belonging to a thing by its very nature: the intrinsic value of a gold ring

2 Anatomy (of certain muscles, nerves, etc.) belonging to or lying within a given part

[Origin: 1480–90; < ML intrinsecus inward (adj.), L (adv.), equiv to intrin- (int(e)r-, as

in INTERIOR + -im adv suffix) + secus beside, deriv of sequī to follow]

—Synonyms 1 native, innate, natural, true, real See ESSENTIAL

—Antonyms 1 extrinsic.

extrinsic

–adjective

1 not essential or inherent; not a basic part or quality; extraneous: facts that are extrinsic

to the matter under discussion

2 being outside a thing; outward or external; operating or coming from without: extrinsic influences

Alderfer’s ERG Theory

Existence Growth

Relatedness

Another theory

The Theory

of Needs

David McClelland

The Theory

of Needs

David McClelland

Need for

Achievement

(nAch)

Need for

Achievement

(nAch)

Need for

Power

(nPow)

Need for

Power

(nPow)

Need for

Affiliation

(nAff)

Need for

Affiliation

(nAff)

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David McClelland proposed that three learned needs motivate behavior The need for

achievement (nAch) is the need to excel, to achieve in relation to a set of standards, to

succeed The need for power (nPow) is the need to make others behave in ways in which they would not have behaved otherwise The need for affiliation (nAff) is the desire for

interpersonal relationships He believed that these needs are acquired from the culture of

a society

Cognitive Evaluation

Intrinsic

Motivators Intrinsic

Motivators Motivators Motivators Extrinsic Extrinsic

Discuss

• Characteristics Characteristics

• Culture Culture

Goal-Setting Theory

Discuss

Ratio

Comparison* Employee’s Perception

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes A

Inputs A

Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B

<

=

>

Inequity (Under-Rewarded) Equity

Inequity (Over-Rewarded)

Equity Theory

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Workers compare their job inputs and outcomes with others There are three possible perceptions: inequity due to being under-rewarded, equity, or inequity due to being

over-rewarded Equity theory proposes that inequity creates tension, and that this tension can

cause an employee to seek fairness There are four referents that an employee can use: (1)

Self-inside: an employee’s experiences in a different position inside the organization (2) Self-outside: an employee’s experiences in a position outside of the organization (3) inside: an employee’s perception of persons inside the organization (4) Other-outside: an employee’s perception of persons outside of the organization.

Workers who perceive an inequity will react in one of the six following ways: change inputs, change outcomes, distort perceptions of self, distort perceptions of others, choose

a different referent, or leave the field

Equity theory establishes four propositions relating to inequitable pay First, given

payment by time, over-rewarded employees will produce more than those paid equitably Second, given payment by quantity of production, over-rewarded employees will produce fewer, but higher quality units, than will equitably paid employees Third, given payment

by time, under-rewarded employees will produce less or poorer quality of output Fourth, given payment by quantity of production, under-rewarded employees will produce a large number of low-quality units in comparison with equitably paid employees

Research into Equity

Amount and

Allocation

of Rewards

Perceived Fairness of the Distribution Process

Distributive

Justice

Procedural Justice

Explain

Expectancy Theory

3 Rewards-personal goals relationship

1 Effort-performance relationship

2 Performance-rewards relationship

Individual

Effort

Individual Performance

Personal Goals

Organizational Rewards

3

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Expectancy theory argues that an employee will be motivated to produce more when he

or she believes that the effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards; and that the rewards will satisfy the

employee’s personal goals This theory focuses on three relationships

1 The effort-performance relationship is the probability perceived by the

individual that exerting a given amount of effort will lead to performance

2 The performance-rewards relationship is the degree to which an individual

believes that performing at a particular level will lead to the attainment of a desired outcome

3 The rewards-personal goals relationship is the degree to which the rewards

of an organization satisfy an individual’s personal goals or needs and the

attractiveness of those rewards

Performance Dimensions

Opportunity Opportunity Motivation

Ability

Performance

Explain

An Integrative Model of Motivation

Personal Goals

Individual Performance

Individual

Effort

Individual

Effort

Goals Direct Behavior

High nAch

Ability

Opportunity Performance

Appraisal Criteria

Performance Appraisal Criteria

Performance

Appraisal

System

Performance

Appraisal

System

Reinforcement Dominant

Needs

Dominant Needs

Equity Comparison

I A I B

Equity Comparison

I A I B

Organization Rewards

Explain

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Motivation Theories

Are Culture Bound

Need for Achievement

Hierarchy

of Needs

Equity Theory

Explain

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