ORGANIZATIONAL BEHAVIOR

After studying chapter six and listening to my lecture, you should beable to:

1. Outline the motivation process.

2. Describe Maslow’s need hierarchy.

3. Contrast Theory X and Theory Y.

4. Differentiate motivators from hygiene factors.

5. List the characteristics that high achievers prefer in a job.

6. Summarize the types of goals that increase performance.

L E

A R

N I

N G

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B J

E C

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V E

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Defining MotivationDefining Motivation

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Going “Beyond the Fringe” in Benefits: Especially Creative Reward Practices

Company

Apple Computer

Publix Super Markets

Advanta Corporation

Westin Hotels

Worthington Industries

Reader’s Digest

Pitney Bowes

Steelcase

Delta Airlines

Reward

Stock purchase options

Partial ownership in the company

Opportunity to help train new employees

Free meals while on the job

Haircuts for $2 while at work

Fridays off during the month of May

Courses in real estate, golf, painting, photography,

and cake decorating

Access to camping facilities and equipment

Free airline travel for employees and spouses

SAS Company???

Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)

Need Hierarchy Theory

Physiological needs

Safety needs

Social needs

Esteem needs

Self-actualization

needs

Lower-orderneeds

Higher-orderneeds

Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)

Comparison of Satisfiers and Dissatisfiers

Comparison of Satisfiers and Dissatisfiers

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that led to extreme job satisfaction

Overview of Expectancy Theory

EffortEffort

ExpectancyExpectancy InstrumentalityInstrumentality Valence ofreward

Valence ofreward

PerformancePerformance RewardReward

MOTIVATIONMOTIVATION

Role perceptionsand opportunities

Role perceptionsand opportunities

Abilitiesand traits

Abilitiesand traits

JOBPERFORMANCE

X X

Equity Theory: A Summary and Example

INEQUITABLE RELATIONSHIPINEQUITABLE RELATIONSHIPAndy is

overpaidcompared to Bill

Bill isunderpaid

compared to Andy

Bill’s outcomes($25,000/year)Bill’s inputs

(40 hours/week)

Andy’s outcomes($30,000/year)Andy’s inputs(40 hour/week)

Andy feels guilty Bill feels angry

EQUITABLE RELATIONSHIPEQUITABLE RELATIONSHIP

Andy’s outcomes($30,000/year)Andy’s inputs(40 hour/week)

Andy is equitably paidcompared to Bill

Bill’s outcomes($30,000/year)Bill’s inputs

(40 hours/week)

Bill is equitably paidcompared to Andy

Bill feelssatisfied

Andy feelssatisfied

Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)

Goal Setting: Some Impressive EffectsP

erce

nta

ge

of

Max

imu

m W

eig

ht

Car

ried

on

Eac

h T

rip

Before goal After Goal

Four-Week Periods

50

60

70

80

90

100

1 2 4 5 6 7 8 9 10 11 12Seven

Years Later

94

There was a dramaticimprovement in per-formance after a goal

was set

Performance at the goal levelwas sustained seven years after

the goal was first set

Goallevel

3

ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer)

Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.

Growth: desire for personal development.

Core Needs

Existence: provision of basic material requirements.

Relatedness: desire for relationships.

Growth: desire for personal development.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

Concepts:

More than one need can be operative at the same time.

If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.

David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs

nAch

nPow

nAff

Matching Achievers and JobsMatching Achievers and Jobs

Cognitive Evaluation TheoryCognitive Evaluation Theory

Reinforcement TheoryReinforcement Theory

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by providing (controlling) consequences.

Reinforced behavior tends to be repeated.

Concepts:

Behavior is environmentally caused.

Behavior can be modified (reinforced) by providing (controlling) consequences.

Reinforced behavior tends to be repeated.

Flow and Intrinsic Motivation TheoryFlow and Intrinsic Motivation Theory

Ken Thomas’s Model of Intrinsic MotivationKen Thomas’s Model of Intrinsic Motivation

Employees are intrinsically motivated when rewards an employee gets from work result from:– Choice– the ability to freely self-select and

perform task activities.– Competence– the sense of accomplishment

from skillfully performing chosen tasks or activities.

– Meaningfulness– pursuing a task that matters in the larger scheme of things.

– Progress– the feeling of significant advancement in achieving the task’s purpose.

Equity TheoryEquity Theory

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Referent Comparisons:

Self-inside

Self-outside

Other-inside

Other-outside

Equity Theory (cont’d)Equity Theory (cont’d)

E X H I B I T 6-7

Equity Theory (cont’d)Equity Theory (cont’d)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

Equity Theory (cont’d)Equity Theory (cont’d)

Propositions relating to inequitable pay:

1. Overrewarded employees produce more than equitably rewarded employees.

2. Overrewarded employees produce less, but do higher quality piece work.

3. Underrewarded hourly employees produce lower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees

Propositions relating to inequitable pay:

1. Overrewarded employees produce more than equitably rewarded employees.

2. Overrewarded employees produce less, but do higher quality piece work.

3. Underrewarded hourly employees produce lower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees

Equity Theory (cont’d)Equity Theory (cont’d)

Expectancy TheoryExpectancy Theory

E X H I B I T 6-8

Performance DimensionsPerformance Dimensions

E X H I B I T 6-9

Integrating Contemporary Theories of Motivation

Integrating Contemporary Theories of Motivation

E X H I B I T