ORGANIZATIONAL BEHAVIOUR

CHAPTER 6 BASIC MOTIVATION CONCEPTS

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ORGANIZATIONAL BEHAVIOUR
AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

1. Outline the motivation process.

2. Describe Maslows 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.

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ORGANIZATIONAL BEHAVIOUR
AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO:

7. State the impact of underrewarding employees. 8. Clarify key relationships in expectancy theory.

9. Explain how the contemporary theories of motivation complement each other.

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ORGANIZATIONAL BEHAVIOUR

Defining Motivation

Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries

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ORGANIZATIONAL BEHAVIOUR

Hierarchy of Needs Theory

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ORGANIZATIONAL BEHAVIOUR

Maslows Hierarchy of Needs

EXHIBIT

6-1

3-6

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ORGANIZATIONAL BEHAVIOUR

Theory X and Theory Y(Douglas McGregor)

3-7

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ORGANIZATIONAL BEHAVIOUR

Two-Factor Theory (Frederick Herzberg)

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

Comparison of Satisfiers and Dissatisfiers

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

EXHIBIT

6-3

3-9

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ORGANIZATIONAL BEHAVIOUR Contrasting Views of Satisfaction and Dissatisfaction

Presence
3-10

Absence

EXHIBIT

6-4

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ORGANIZATIONAL BEHAVIOUR

ERG Theory (Clayton Alderfer)

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

Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.
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If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.

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David McClellands Theory of Needs

ORGANIZATIONAL BEHAVIOUR

nPow

nAch
3-12

nAff

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ORGANIZATIONAL BEHAVIOUR

Matching Achievers and Jobs

EXHIBIT

6-5

3-13

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ORGANIZATIONAL BEHAVIOUR

Goal-Setting Theory (Edwin Locke)

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ORGANIZATIONAL BEHAVIOUR

Reinforcement Theory

Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.
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ORGANIZATIONAL BEHAVIOUR

Equity Theory

Referent Comparisons: Self-inside Self-outside Other-inside Other-outside

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ORGANIZATIONAL BEHAVIOUR

Equity Theory (contd)

EXHIBIT

6-7

3-17

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ORGANIZATIONAL BEHAVIOUR

Equity Theory (contd)

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)

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ORGANIZATIONAL BEHAVIOUR

Equity Theory (contd)

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
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ORGANIZATIONAL BEHAVIOUR

Equity Theory (contd)

3-20

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Expectancy Theory

EXHIBIT

6-8

3-21

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Performance Dimensions

ORGANIZATIONAL BEHAVIOUR

EXHIBIT

6-9

3-22

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