Essentials of Organizational
Behavior

Chapter 4

Basic Motivation Concepts

 

Learning Objectives
Chapter Four

·       Outline the motivation process

·       Describe Maslow's need hierarchy

·       Contrast Theory X and Theory Y

·       Differentiate motivators from hygiene factors

·       Discuss high achiever characteristics

·       Contrast reinforcement and goal-setting theories

·       Explain equity theory

·       Discuss expectancy theory

 

Motivation

                              Willingness                               

to exert high levels of effort

toward organizational goals,

conditioned by the effort's ability

to satisfy some individual need.

 

Need

Internal state

that makes certain outcomes

appear attractive

(Similar to a value).

 

Figure 6-2
Maslow’s Hierarchy of Needs

Self-

Actualization

Esteem

Social

Safety

Physiological

 

Theory X and Theory Y

Motivation-Hygiene Theory
(Two-Factor Theory)

 

Satisfaction is NOT unidimensional.

That is, it is not a bi-polar construct.

 

 

Things that lead to satisfaction ARE NOT same things that lead to dissatisfaction.

·       Satisfaction--No satisfaction

·       No dissatisfaction-Dissatisfaction

 

Herzberg's Two-Factor Theory

 

·       Hygiene Factors --
Lead to No Dissatisfaction

·       Company policy

·       Administration

·       Supervision

·       Working conditions

·       Salary

·       Motivating Factors--
Lead to Satisfaction if present

·       Achievement

·       Recognition

·       Work itself

·       Responsibility

·       Advancement

·       Herzberg’s Bottom Line:

 

 

 

 

ERG Theory:  3 levels of needs

·       Existence needs must be met first. 

·       Once survival is guaranteed, individuals look for relationships with others. 

·       After their social needs are met, they search for opportunities to grow.

·       The suitability of any motivational program could be evaluated using these three criteria.

 

ERG versus Maslow’s Hierarchy

·       ERG theory says that more than one need level may be operative at one time.

 

·       If higher level need is not met, a lower level need will become prominent.

 

McClelland's Theory of Needs

·       Need for achievement = Nach

·       Personal responsibility

·       Feedback

·       Moderate risk (50% chance)

·       Need for power = Npow

·       Need for affiliation = Naff

·        

 

Cognitive Evaluation Theory

·       Allocating extrinsic rewards for behavior previously rewarded intrinsically results in a decrease in the motivation level.

 

Goal Setting Theory

·       Set goals that are:

·       specific,

·       difficult,

·       achievable -- was the goal in the cartoon perceived to be achievable ?

·       People need to be able to PARTICIPATE in setting of goals.

·       People need to be able to MEASURE their own progress.

 

Reinforcement Theory

·       Ignore the inner state of the individual, all behavior results from environmental conditions...

·       follow behavior quickly with a reward.

·       Extrinsic rewards for desired actions.

·       Positive, negative reinforcement, extinction, punishment.

 

IMPORTANT!

·       Reinforcement theory, classical conditioning both suggest that perceptions don’t matter as much as conditioning.

·       Behavior is a function of its consequences.

 

Equity Theory

·       Individuals compare job inputs with outcomes

·       Compare ratio with that of relevant others

·       Make choices based on perceived level of inequity

 

Six Possible Responses to Inequity:

·       Change inputs

·       Change outcomes

·       Distort self-perception

·       Distort perception of others

·       Choose different reference point (relevant other)

·       Leave

Equity Propositions

·       Expectancy Theory Examines Three Relationships

·       Will effort lead to performance

·       Will performance result in reward?

·       Will rewards result in achievement of personal goals?

 

 

 

What are we trying to do with these theories?

·       Explain levels of motivation.

·       What really motivates people to achieve high levels of performance?

·       Abilities,

·       Opportunities to do well,

·       AND motivation.

·       Figure 6-8
Performance Dimensions

 

 

Perks and State Government:

·       Are the perks provided to governors motivators, or hygiene factors?

·       Using expectancy theory, how do nonfinancial rewards act as motivators?

·       What motivates people to seek public office, even in cases where they have to spend large sums of their OWN money to get elected?