Chapter 4
1
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Objectives
• Examine the basic theories of motivation
• Gain insight into your own motive patterns
• Understand how managers can direct
employee motivation
2
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Motivation
• An internal state
• Manager’s motivate employees by
creating an environment where
motivation is aligned to organizational
goals.
3
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
• Within groups of about 5 members, use
the process theories to:
– Develop a recommendation to present to
the class on the way that you can motivate
yourself and your classmates.
• Make sure that you can explain the link to the
theory or theories
• Remember the instructor is not the sole initiator
of motivation
• Ideas that can be comfortably managed will be
implemented
4
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Maslow’s Hierarchy of Needs
Self-actualization
Self-esteem
Social Belonging
Security
Physiological
5
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Herzberg’sTwo-Factor Approach
to Motivation
Hygiene
Factors
Motivating
Factors
6
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
McClelland’s Theory of Needs
Need for
Achievement
Need for
Power
Need for
Affiliation
(n-Ach)
(n-Pow)
(n-Aff)
7
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Equity Theory
Perceived
Ratio Comparisona
Employee’s
Assessment
Outcomes A
Inequity (Underrewarded)
<
Inputs A
Outcomes A
Inputs B
=
Inputs A
Outcomes A
Outcomes B
Equity
Inputs B
>
Inputs A
aPerson
Outcomes B
Outcomes B
Inequity (Overrewarded)
Inputs B
A is the employee, and person B is a relevant other or referent.
8
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Expectancy Theory
Ability
Motivation
Effort
Performance
Outcomes
(rewards)
A person’s motivation is a function of:
A. Effort-to-performance expectations
B. Performance-to-outcome expectancies
C. Perceived valence of outcomes
9
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Motivation Equals =
Valence (Value of
Outcome)
Effort
(E > P)
Performance
Expectancy (E)
(probability of Effort leading
to Performance)
Influenced by Ability
(P > O)
Reward Outcome
Instrumentality (I)
(probability of Performance
leading to Reward Outcome)
10
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Social Reinforcement Theory
• Increase desirable behavior by following
with a desirable consequence or by
removing an undesirable consequence
• Extinguish undesirable behavior through
punishment or extinction
11
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Characteristics of Effective
Goals
S pecific
M easurable
A chievable but challenging
R easonable
T imely
12
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Goal-Setting Theory
• Setting specific goals increases
performance
• Difficult goals accepted by employees
result in higher performance
• Feedback causes higher performance
than non-feedback
• People are more committed to goals
they set themselves and make public
13
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Job Characteristics Model
14
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Job enrichment
•
•
•
•
Combine tasks
Establish client relationships
Reduce supervision
Increase autonomy and decision
making
• Have direct feedback on performance
15
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.
Recognizing Contributions
Build self-confidence through high
expectations
Connect performance to rewards
Use a variety of rewards
Be positive and hopeful
16
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
©2001 by Prentice Hall, Inc.