ORGANIZATIONAL BEHAVIOR
OBJECTIVES
LEARNING
After studying chapter six and listening
to my lecture, you should be
able to:
1.
Outline the motivation
process.
2.
Describe Maslow’s 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.
Defining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Going “Beyond the Fringe” in Benefits: Especially Creative Reward
Practices
Company
Reward
Apple Computer
Stock purchase options
Publix Super Markets
Partial ownership in the company
Advanta Corporation
Opportunity to help train new employees
Westin Hotels
Free meals while on the job
Worthington Industries
Haircuts for $2 while at work
Reader’s Digest
Fridays off during the month of May
Pitney Bowes
Courses in real estate, golf, painting, photography,
and cake decorating
Steelcase
Access to camping facilities and equipment
Delta Airlines
Free airline travel for employees and spouses
SAS Company???
Theory X and Theory Y (Douglas McGregor)
Need Hierarchy Theory
Higher-order
needs
Selfactualization
needs
Esteem needs
Social needs
Safety needs
Physiological needs
Lower-order
needs
Two-Factor Theory (Frederick Herzberg)
Factors characterizing events
on the job that led to extreme
job dissatisfaction
Factors characterizing events
on the job that led to extreme
job satisfaction
Comparison of
Satisfiers and
Dissatisfiers
Overview of Expectancy Theory
Effort
Performance
Expectancy
X
Reward
Instrumentality
X
Valence of
reward
MOTIVATION
Abilities
and traits
Role perceptions
and opportunities
JOB
PERFORMANCE
Equity Theory: A Summary and Example
INEQUITABLE RELATIONSHIP
Bill is
underpaid
compared to Andy
Andy is
overpaid
compared to Bill
Bill’s outcomes
($25,000/year)
Bill’s inputs
(40 hours/week)
Andy’s outcomes
($30,000/year)
Andy’s inputs
(40 hour/week)
Bill feels angry
Andy feels guilty
EQUITABLE RELATIONSHIP
Andy is equitably paid
compared to Bill
Andy’s outcomes
($30,000/year)
Andy’s inputs Andy feels
(40 hour/week)
satisfied
Bill feels
satisfied
Bill is equitably paid
compared to Andy
Bill’s outcomes
($30,000/year)
Bill’s inputs
(40 hours/week)
Goal-Setting Theory (Edwin Locke)
Goal Setting: Some Impressive Effects
100
Percentage of Maximum Weight
Carried on Each Trip
Goal
level 94
90
Performance at the goal level
was sustained seven years after
the goal was first set
80
70
60
There was a dramatic
improvement in performance after a goal
was set
50
1 2 3
Before goal
4 5 6 7 8 9 10 11 12
After Goal
Four-Week Periods
Seven
Years Later
ERG Theory (Clayton Alderfer)
Concepts:
Core Needs
Existence: provision of
basic material
requirements.
Relatedness: desire for
relationships.
Growth: desire for
personal development.
More than one need can
be operative at the same
time.
If a higher-level need
cannot be fulfilled, the
desire to satisfy a lowerlevel need increases.
David McClelland’s Theory of Needs
nPow
nAch
nAff
Matching Achievers and Jobs
Cognitive Evaluation Theory
Reinforcement Theory
Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by
providing (controlling) consequences.
Reinforced behavior tends to be repeated.
Flow and Intrinsic Motivation Theory
Ken Thomas’s Model of Intrinsic Motivation
 Employees are intrinsically motivated when
rewards an employee gets from work result from:
– Choice– the ability to freely self-select and perform
task activities.
– Competence– the sense of accomplishment from
skillfully performing chosen tasks or activities.
– Meaningfulness– pursuing a task that matters in the
larger scheme of things.
– Progress– the feeling of significant advancement in
achieving the task’s purpose.
Equity Theory
Referent
Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Equity Theory (cont’d)
EXHIBIT
6-7
Equity Theory (cont’d)
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)
Equity Theory (cont’d)
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
Equity Theory (cont’d)
Expectancy Theory
EXHIBIT
6-8
Performance Dimensions
EXHIBIT
6-9
Integrating
Contemporary
Theories of
Motivation
EXHIBIT