organizational

ior

behav

Chapter 6

Basic Motivation
Concepts
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
2005 Prentice Hall Inc.
All rights reserved.

E D I T I O N

W W W . P R E N H AL L . C O M / R O B B I N S

PowerPoint Presentation
by Charlie Cook

OBJECTIVES
LEARNING

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.

2005 Prentice Hall Inc. All rights reserved.

63

O B J E C T I V E S (contd)
LEARNING

After studying this chapter,

you should be able to:
7.

Explain the job characteristics model.

8.

State the impact of underrewarding

employees.

9.

Clarify key relationships in expectancy theory.

10. Explain how the contemporary theories of

motivation complement each other.

2005 Prentice Hall Inc. All rights reserved.

64

Defining
Defining Motivation
Motivation
Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining a goal.
Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2.
3.
3.

Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

2005 Prentice Hall Inc. All rights reserved.

65

Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five
needsphysiological, safety,
social, esteem, and selfactualization; as each need is
substantially satisfied, the
next need becomes
dominant.
Self-Actualization
The drive to become what one is capable of
becoming.
2005 Prentice Hall Inc. All rights reserved.

66

Maslows
Maslows Hierarchy
Hierarchy of
of Needs
Needs
Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.

Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.

Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

2005 Prentice Hall Inc. All rights reserved.

Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.

E X H I B I T 61
E X H I B I T 61
67

Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)
Theory X
Assumes that employees
dislike work, lack ambition,
avoid responsibility, and must
be directed and coerced to
perform.

Theory Y
Assumes that employees
like work, seek
responsibility, are capable of
making decisions, and
exercise self-direction and
self-control when committed
to a goal.
2005 Prentice Hall Inc. All rights reserved.

68

Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)
Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job
satisfaction, while extrinsic factors are
associated with dissatisfaction.
Hygiene Factors
Factorssuch as company
policy and administration,
supervision, and salarythat,
when adequate in a job,
placate workers. When factors
are adequate, people will not
be dissatisfied.
2005 Prentice Hall Inc. All rights reserved.

69

Comparison
ComparisonofofSatisfiers
Satisfiers
and
andDissatisfiers
Dissatisfiers
Factors characterizing
events on the job that led to
extreme job dissatisfaction

Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright
1987 by the President and Fellows of Harvard College: All rights reserved.

2005 Prentice Hall Inc. All rights reserved.

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

E X H I B I T 62
E X H I B I T 62
610

Contrasting
ContrastingViews
Viewsof
of Satisfaction
Satisfactionand
andDissatisfaction
Dissatisfaction

E X H I B I T 63
E X H I B I T 63
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611

ERG
ERG Theory
Theory (Clayton
(Clayton Alderfer)
Alderfer)
ERG Theory
There are three groups of core needs:
existence, relatedness, and growth.
Core
CoreNeeds
Needs
Existence:
Existence:provision
provisionof
of
basic
basicmaterial
material
requirements.
requirements.
Relatedness:
Relatedness:desire
desirefor
for
relationships.
relationships.
Growth:
Growth:desire
desirefor
for
personal
development.
personal development.
2005 Prentice Hall Inc. All rights reserved.

Concepts:
Concepts:
More
Morethan
thanone
oneneed
needcan
can
be
beoperative
operativeatatthe
thesame
same
time.
time.
IfIfaahigher-level
higher-levelneed
need
cannot
cannotbe
befulfilled,
fulfilled,the
the
desire
to
satisfy
a
lowerdesire to satisfy a lowerlevel
levelneed
needincreases.
increases.
612

David
David McClellands
McClellands Theory
Theory of
of Needs
Needs
Need for Achievement

Need for Affiliation

The drive to excel, to

achieve in relation to a set
of standards, to strive to
succeed.

The desire for

friendly and close
personal
relationships.

Need for Power

The need to make others
behave in a way that
they would not have
behaved otherwise.

2005 Prentice Hall Inc. All rights reserved.

nPow

nAch

nAff

613

Matching
Matching High
High Achievers
Achievers and
and Jobs
Jobs

E X H I B I T 64
E X H I B I T 64
2005 Prentice Hall Inc. All rights reserved.

614

Cognitive
Cognitive Evaluation
Evaluation Theory
Theory
Cognitive Evaluation Theory
Providing an extrinsic reward for behavior
that had been previously only intrinsically
rewarding tends to decrease the overall
level of motivation.
The theory may only be relevant to
jobs that are neither extremely
dull nor extremely interesting.

2005 Prentice Hall Inc. All rights reserved.

615

E X H I B I T 65
E X H I B I T 65
2005 Prentice Hall Inc. All rights reserved.

616

Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
Goal-Setting Theory
The theory that specific and difficult goals,
with feedback, lead to higher performance.
Factors influencing the goals
performance relationship:
Goal commitment, adequate
self-efficacy, task
characteristics, and national
culture.
Self-Efficacy
The individuals belief that he
or she is capable of performing
a Prentice
task.
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Hall Inc. All rights reserved.

617

Reinforcement
Reinforcement Theory
Theory
The assumption that behavior is a function of its
consequences.

Concepts:
Concepts:
Behavior
Behavioris
isenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.

2005 Prentice Hall Inc. All rights reserved.

618

Job
Job Design
Design Theory
Theory
Job Characteristics
Model
Identifies five job
characteristics and
their relationship to
personal and work
outcomes.

2005 Prentice Hall Inc. All rights reserved.

Characteristics:
Characteristics:
1.1. Skill
Skillvariety
variety
2.2.
3.3.

Task
Taskidentity
identity
Task
Tasksignificance
significance

4.4.
5.5.

Autonomy
Autonomy
Feedback
Feedback

619

Job
Job Design
Design Theory
Theory (contd)
(contd)
Job Characteristics Model
Jobs with skill variety, task identity, task
significance, autonomy, and for which feedback of
results is given, directly affect three psychological
states of employees:
Knowledge of results
Meaningfulness of work
Personal feelings of responsibility for results

Increases in these psychological states result in

increased motivation, performance, and job
satisfaction.

2005 Prentice Hall Inc. All rights reserved.

620

The
The Job
Job Characteristics
Characteristics Model
Model

Source: J.R. Hackman and G.R. Oldham, Work Design (excerpted from pp. 7880). 1980 by
Addison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-Wesley Longman, Inc.

2005 Prentice Hall Inc. All rights reserved.

E X H I B I T 66
E X H I B I T 66
621

Job
Job Design
Design Theory
Theory (contd)
(contd)
Skill Variety
The degree to which a job
requires a variety of different
activities.
Task Identity
The degree to which the job requires
completion of a whole and identifiable piece
of work.
Task Significance
The degree to which the job has a substantial
impact on the lives or work of other people.
2005 Prentice Hall Inc. All rights reserved.

622

Job
Job Design
Design Theory
Theory (contd)
(contd)
Autonomy
The degree to which the job provides
substantial freedom and discretion to the
individual in scheduling the work and in
determining the procedures to be used in
carrying it out.

2005 Prentice Hall Inc. All rights reserved.

623

Job
Job Design
Design Theory
Theory (contd)
(contd)
Feedback
The degree to which carrying out the work
activities required by a job results in the
individual obtaining direct and clear
information about the effectiveness of his or
her performance.

2005 Prentice Hall Inc. All rights reserved.

624

Computing
Computing aa Motivating
Motivating Potential
Potential Score
Score

People
Peoplewho
whowork
workon
onjobs
jobswith
withhigh
highcore
coredimensions
dimensionsare
are
generally
generallymore
moremotivated,
motivated,satisfied,
satisfied,and
andproductive.
productive.
Job
Jobdimensions
dimensionsoperate
operatethrough
throughthe
thepsychological
psychologicalstates
statesinin
influencing
influencingpersonal
personaland
andwork
workoutcome
outcomevariables
variablesrather
rather
than
thaninfluencing
influencingthem
themdirectly.
directly.

2005 Prentice Hall Inc. All rights reserved.

625

Job
Job Design
Design Theory
Theory (contd)
(contd)
Social Information Processing (SIP) Model
The fact that people respond to their jobs as
they perceive them rather than to the
objective jobs themselves.
Concept:
Concept:
Employee
Employeeattitudes
attitudesand
andbehaviors
behaviorsare
are
responses
responsesto
tosocial
socialcues
cuesby
byothers.
others.

2005 Prentice Hall Inc. All rights reserved.

626

Social
Social Information
Information Processing
Processing Model
Model (SIP)
(SIP)
Concepts of the SIP Model
Employees adopt attitudes and behaviors in
response to the social cues provided by others
(e.g., coworkers) with whom they have contact.
Employees perception of the characteristics of
their jobs is as important as the actual
characteristics of their jobs.

2005 Prentice Hall Inc. All rights reserved.

627

Equity
Equity Theory
Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
2005 Prentice Hall Inc. All rights reserved.

628

Equity
Equity Theory
Theory (contd)
(contd)

E X H I B I T 67
E X H I B I T 67
2005 Prentice Hall Inc. All rights reserved.

629

Equity
Equity Theory
Theory (contd)
(contd)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2.
3.3.

Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
Distort/change
Distort/changeperceptions
perceptionsof
ofself
self

4.4.
5.5.

Distort/change
Distort/changeperceptions
perceptionsof
ofothers
others
Choose
Chooseaadifferent
differentreferent
referentperson
person

6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)

2005 Prentice Hall Inc. All rights reserved.

630

Equity
Equity Theory
Theory (contd)
(contd)
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.
1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
produce
more
morethan
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.
2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employees
produce
produceless,
less,but
butdo
dohigher
higherquality
qualitypiece
piece
work.
work.
3.
3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.
4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees
2005 Prentice Hall Inc. All rights reserved.

631

Equity
Equity Theory
Theory (contd)
(contd)
Distributive Justice
Perceived fairness of the
amount and allocation of
rewards among
individuals.
Procedural Justice
The perceived fairness
of the process to
determine the
distribution of
rewards.
2005 Prentice Hall Inc. All rights reserved.

632

Expectancy
Expectancy Theory
Theory
Expectancy Theory (Victor Vroom)
The strength of a tendency to act in a certain
way depends on the strength of an expectation
that the act will be followed by a given
outcome and on the attractiveness of that
outcome to the individual.

E X H I B I T 68
E X H I B I T 68
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633

Expectancy
Expectancy Theory
Theory Relationships
Relationships
EffortPerformance Relationship
The probability that exerting a given amount of
effort will lead to performance.

PerformanceReward Relationship
The belief that performing at a particular level will
lead to the attainment of a desired outcome.

RewardsPersonal Goals Relationship

The degree to which organizational rewards satisfy
an individuals goals or needs and the
attractiveness of potential rewards for the
individual.

2005 Prentice Hall Inc. All rights reserved.

634

Performance
Performance Dimensions
Dimensions

Source: Adapted from M. Blumberg and C.D. Pringle, The Missing Opportunity in
Organizational Research: Some Implications for a Theory of Work Performance,
Academy of Management Review, October 1982, p. 565.

2005 Prentice Hall Inc. All rights reserved.

E X H I B I T 69
E X H I B I T 69
635

Integrating
Integrating
Contemporary
Contemporary
Theories
Theoriesofof
Motivation
Motivation

E X H I B I T 610
E X H I B I T 610
2005 Prentice Hall Inc. All rights reserved.

636