Week 3: Organizational Development,
Organizational Behavior & Collecting,
Analyzing, and Feeding Back Diagnostic
Information; Designing Interventions and
Motivation Behavior
July 2020
Read:
• Cummings & Worley (2019) chapters 6-7
• Griffin, Phillips, & Gully (2016) chapter 5
What to expect
this week
• Student course guide
Assignments:
• Discussion forum posts
• Written assignment from the case—Organizational
Development Interventions
Organizational Behavior
Motivating Behavior
1. The nature of motivation
a)
b)
c)
d)
Importance
Framework
Early perspectives
Individual differences
Which Theories of Motivation
Are Important to Know?
Year
Theorist
Theory
1953 B. F. Skinner
Operant Conditioning Theory
1954 Abraham Maslow
Hierarchy of Needs Theory
1959 Frederick Herzberg
Two-Factor Theory
1961 David C. McClelland Three-Needs Theory
1963 John Stacey Adams
Equity Theory
3–4
Which Theories of Motivation
Are Important to Know?
Year
Theorist
Theory
1964 Victor Vroom
Expectancy Theory
1968 Edwin Locke
Goal-Setting Theory
1969 Clayton P. Alderfer
ERG Theory
1977 Albert Bandura
Social Learning Theory
1985 Deci and Ryan
Self-Determination Theory
3–5
Organizational Behavior
Motivating Behavior
2. The need-based perspectives
a) The hierarchy of needs
b) ERG theory
c) Two-Factor theory
• Development
• Evaluation
d) Acquired needs framework
• Need for achievement
• Need for affiliation
• Need for power
What Are Basic and Higher-Order
Needs Theories of Motivation?
Hierarchy of Needs
• Abraham Maslow
• People Satisfy Human Needs in a Particular Order
3–7
What Are Basic and Higher-Order
Needs Theories of Motivation?
ERG Theory
• Clayton Alderfer
• Satisfy Needs Related
To
• Existence
• Relatedness
• Growth
3–8
What Are Basic and Higher-Order
Needs Theories of Motivation?
The Two-Factor Theory
• Frederick Herzberg
• Job Satisfaction Factors
• Motivators
• Hygiene Factors
• Research Unsupportive
3–9
Why Are the Three-Needs, Equity, Expectancy, and
Goal-Setting Theories Popular?
Three-Needs Theory
• Motivated by Needs For
• Achievement
• Affiliation
• Power
3–10
Why Are the Three-Needs, Equity, Expectancy, and
Goal-Setting Theories Popular?
Three-Needs Theory
• Achievement
• Affiliation
• Power
• Personalized vs. Socialized
• Prosocial Behavior
3–11
Why Are the Three-Needs, Equity, Expectancy, and
Goal-Setting Theories Popular?
Three-Needs Theory
• Measuring Needs for
Achievement, Affiliation,
and Power
• Thematic Apperception
Test (TAT)
Try it for yourself: Look at the picture and write
a few paragraphs about what you think is going
on, how the person feels, and what he might be
thinking.
3–12
Organizational Behavior
Motivating Behavior
3. Process-based perspectives
a)
The equity theory of motivation
• Forming equity perceptions
• Responses to equity and inequity
• Evaluation and implications
b)
Expectancy theory
• Basic model
• Effort to performance
• Performance to outcome
• Outcomes to valence
• Porter-Lawler model
• Evaluation and implications
Why Are the Three-Needs, Equity, Expectancy, and
Goal-Setting Theories Popular?
Equity Theory
• Motivation from
Comparing Inputs and
Outcomes
This theory is about people’s
perceptions of fairness:
1.Do my contributions (inputs) and
what I receive as a result
(outcomes) match what others
like me are giving and receiving?
2.Do I get what I believe I deserve?
3–14
Why Are the Three-Needs, Equity, Expectancy, and
Goal-Setting Theories Popular?
Equity Theory and Cognitive Dissonance
• Cognitive Dissonance
• Can Lead to Believing
Things That Aren’t True
Road map for motivating
employees:
• Manage the perceived ratio of
inputs to outcomes.
3–15
Why Are the Three-Needs, Equity, Expectancy, and
Goal-Setting Theories Popular?
Expectancy Theory
• Motivation is affected by the relationship between
effort, performance, outcomes, and the value of the
outcomes.
• Effort
• Performance
• Instrumentality
• Valence
Motivation = Valence x
Expectancy x Instrumentality
Source: Victor Vroom
3–16
Why Are the Three-Needs, Equity, Expectancy, and
Goal-Setting Theories Popular?
Goal-Setting Theory
• Identify and Achieve
Goals
• SMART goals
• ‘Doing’ and ‘Being’ Goals
3–17
Organizational Behavior
Motivating Behavior
3. Learning-based perspectives
a) How learning occurs
• Traditional vs classical conditioning
• Contemporary vs learning as a
cognitive process
b) Reinforcement theory and
learning
c) Social learning
d) Behavioral modification
What Are Learning Theories?
Operant Conditioning Theory
• Learning and Behavior with Reinforcement or
Punishment
Type
How the Consequence Is Applied
Positive
reinforcement
Negative
reinforcement
Extinction
Addition of a positive consequence following a
desired behavior
Removal of a negative consequence following
a desired behavior
Withholding a consequence following
behavior
Addition of a negative consequence following
an undesired behavior
Punishment
3–19
What Are Learning Theories?
Operant Conditioning Theory—Punishment
• Punishment
• Can Be Highly
Destructive
• Might Be Necessary to
Stop Harmful Behavior
• Minimizing
Punishment’s Negative
Effects
• “What Did I Do Wrong?”
• “Why Me?”
• “I Must Be an Awful
Person.”
• “I Can’t Believe My
Manager Did That in
Front of Everyone.”
3–20
What Are Learning Theories?
Operant Conditioning: Does It Really Work?
• Not a Panacea
• Many Incentive Programs Rely on Extrinsic Motivators
• Extrinsic Rewards May Not Affect Emotional or Cognitive
Commitment
3–21
What Are Learning Theories?
Social Learning Theory
• People Learn New Behaviors by Observing
Others
• Vicarious Learning
• Self-Reinforcement
• Self-Efficacy
3–22
How Can We Integrate Theories of Motivation?
Summary
• Use theories that you can easily embrace and
implement.
• Don’t make the mistake of thinking any one theory
has all the answers.
• Have more than one theory in your toolbox.
3–23
4. Which Theories of Motivation
Are Important to Know?
3–24
Organizational Development
Collecting, Analyzing & Feedback
Diagnostic Information
1. Diagnostic relationship
2. Collecting data
• Questionnaires
• Interviews
• Observations
• Unobtrusive measures
3. Sampling
Organizational Development
Collecting, Analyzing & Feedback
Diagnostic Information
4. Analyzing data
• Qualitative
• Quantitative
5. Feeding back data
• Content data
• Process of feedback
6. Survey feedback
Organizational Development
Collecting, Analyzing & Feedback
Diagnostic Information
1. Designing interventions
• Human process
• Technostructural
• Human resource management
• Strategic change interventions
Organizational Development
Collecting, Analyzing & Feedback
Diagnostic Information
1. What are effective
interventions
2. How to design effective
interventions
Questions?
Jennifer Waldo
waldoj@westminster.edu
412-337-3625
Feel free to email, phone or text if
you have questions or need
clarification.