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Define motivation and explain its importance in the field of organizational behavior.
Describe need hierarchy theory and what it recommends about improving motivation in organizations.
Identify and explain the conditions through which goal setting can be used to improve job performance.
Describe distributive justice, procedural justice, and interactional justice, and explain how they may be applied to motivating people in organizations.
Describe expectancy theory and how it may be applied in organizations.
Distinguish between job enlargement, job enrichment, and the job characteristics model as techniques for motivating employees.
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 The set of processes that arouse, direct, and maintain human behavior toward attaining some goal.
 Components :
– Arousal
– Direction
– Maintenance
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 Motivation and job performance are not synonymous.
 Motivation is multifaceted.
 People are motivated by more than just money.
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Specifies that there are five human needs and that these are arranged in such a way that lower, more basic needs must be satisfied before higher-level needs become activated.
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Deficiency Needs
Physiological
Safety
Social
Growth Needs
Esteem
Self-actualization
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 The needs that must be met in order for people to develop in a healthy fashion.
 Physiological : Fundamental biological drives, such as the need for food, air, water, and shelter.
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Safety : The need for a secure environment and to be free from threats of physical or psychological harm.
Social : The need to be affiliative – that is, to have friends, and to be loved and accepted by other people.
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 The needs that must be met in order for a person to reach his or her full potential.
 Esteem : The need to develop selfrespect and to gain the approval of others.
 Self-Actualization : The need to discover who we are and to develop ourselves to the fullest potential.
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 An alternative to Maslow’s need hierarchy theory which asserts that there are three basic human needs:
– Existence : Corresponds with Maslow’s physiological and safety needs.
– Relatedness : Corresponds with
Maslow’s social needs.
– Growth : Corresponds with Maslow’s esteem and self-actualization needs.
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 Promote a healthy workforce
 Provide financial security
 Provide opportunities to socialize
 Recognize employees’ accomplishments
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 The theory according to which a goal serves as a motivator because it causes people to compare their present capacity to perform with that required to succeed at the goal.
 Related Concepts:
– Goal Setting : The process of determining specific levels of performance for workers to attain.
– Self-Efficacy : One’s belief about having the capacity to perform a task.
– Goal Commitment : The degree to which people accept and strive to attain goals.
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Assign specific goals:
People perform at higher levels when asked to meet a specific highperformance goal than when simply asked to “do their best,” or when no goal at all is assigned.
Assign difficult but acceptable goals.
Provide feedback concerning goal attainment.
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People’s perceptions of fairness in organizations, consisting of perceptions of how decisions are made regarding the distribution of outcomes and the perceived fairness of those outcomes themselves.
Distributive Justice : The perceived fairness of the way rewards are distributed among people.
Procedural Justice : Perceptions of the fairness of the procedures used to determine outcomes.
Interactional Justice : The perceived fairness of the interpersonal treatment used to determine organizational outcomes.
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The theory stating that people strive to maintain ratios of their own outcomes to their own inputs that are equal to the outcome/input ratios of others with whom they compare themselves.
Outcomes : The rewards employees receive from their jobs, such as salary and recognition.
Inputs : People’s contributions to their jobs, such as their experience, qualifications, or the amount of time worked.
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Overpayment Inequity : The condition resulting in feelings of guilt, in which the ratio of one’s outcomes/inputs is more than the corresponding ratio of another person with whom that person compares himself or herself.
Underpayment Inequity : The condition resulting in feelings of anger, in which the ratio of one’s outcomes/inputs is less than the corresponding ratio of another person with whom that person compares himself or herself.
Equitable Payment : The state in which one person’s outcome/input ratio is equivalent to that of another person with whom the person compares himself or herself.
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 Give people a say in how decisions are made.
 Provide an opportunity for errors to be corrected.
 Apply rules and policies consistently.
 Make decisions in an unbiased manner.
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 Avoid underpayment.
 Avoid overpayment.
 Give people a voice in decisions affecting them.
 Explain outcomes thoroughly using a socially sensitive manner.
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The theory that asserts that motivation is based on people’s beliefs about the probability that effort will lead to performance, multiplied by the probability that performance will lead to reward, multiplied by the perceived value of the reward.
Determinants of motivation:
Expectancy
Instrumentality
Valence
Other Factors
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Expectancy : The belief that one’s efforts will positively influence one’s performance.
Instrumentality : An individual’s beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance.
Valence : The value a person laces on the rewards he or she expects to receive from an organization.
Other Determinants : Skills and abilities, Role perceptions, opportunities to perform
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 Clarify people’s expectancies that their effort will lead to performance.
 Administer rewards that are positively valent to employees.
 Clearly link valued rewards and performance.
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 An approach to motivation suggesting that jobs can be created to enhance people’s interest in doing them.
 Job Enlargement : The practice of expanding the content of a job to include more variety and a greater number of tasks at the same level.
 Job Enrichment : The practice of giving employees a high degree of control over their work, from planning and organization, through implementing the jobs and evaluating the results.
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An approach to job enrichment that specifies that five core job dimensions produce critical psychological states that lead to beneficial outcomes for individuals and the organization.
Components of the Model:
– Core Job Dimensions
• Motivating Potential Score
– Critical Psychological States
• Growth Need Strength
– Personal and Work Outcomes
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Skill Variety : The extent to which a job requires a number of different activities using several of the employee’s skills and talents.
Task Identity : The extent to which a job requires completing a whole piece of work from beginning to end.
Task Significance : The degree of impact the job is believed to have on others.
Autonomy : The extent to which employees have the freedom and discretion to plan, schedule, and carry out their jobs as desired.
Feedback : The extent to which the job allows people to have information about the effectiveness of their performance.
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 A mathematical index describing the degree to which a job is designed so as to motivate people, as suggested by the job characteristics model. It is computed on the basis of a questionnaire known as the
Job Diagnostic Survey (JDS).
 The lower the MPS, the more the job may stand to benefit from redesign.
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Experienced meaningfulness of the work.
Experienced responsibility for outcomes of the work.
Knowledge of the actual results of the work activities.
These effects are moderated by an individual’s growth need strength :
– The personality variable describing the extent to which people have a high need for personal growth and development on the job.
– The JCM best describes people high in growth need strength.
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