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Chapter 5Organizational
Behavior Nelson & Quick,
6th edition
Motivation
at Work
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Definition of Motivation
Motivation - the
process of
arousing andsustaining goal-
directed
behavior
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Early hilosophers
!nternal Motivational "heories
Ma# We$er
– $or% contributes to salvation
–
rotestant $or% ethic
%i'und (reud - sychoanalysis
delve into the unconscious &ind to
better understand a person's &otivesand needs
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Early hilosophers
E#ternal Motivational "heories
)da' %'ith
• ()nlightened* self-interest+ that $hich is in
the best interest and benefit to the
individual and to other people
• echnology is a labor productivity &ultiplier
(rederick "aylor
• ounder of scientific &anage&ent• )&phasi.ed cooperation bet$een
&anage&ent and labor to enlarge profits
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E'ployee *econition
and +nership
• /uilt on S&ith and aylor's theories
• )&phasi.e eternal incentives
•
Ai&ed at reducing turnover+building co&&it&ent
• (eelings of o$nership* increases
organi.ational citi.enship behavior
1includes both psychological needs and
eternal incentives
)&ployee!f the
#onth
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Maslos .ierarchy of Needs
hysiological
Safety 3 Security
Love 1Social
)stee&
SANeed hierarchy - theory that behavior is
deter&ined by a
progression of
physical, social, and
psychological needs
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Motivational "heories / & 0
"heory /
A set of assu&ptions of ho$ to
&anage individuals $ho are
&otivated by lo$er order needs
"heory 0
A set of assu&ptions of ho$ to
&anage individuals $ho are&otivated by higher order needs4
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.u'an Needs, "heory /,
and "heory 0
"heory /hysiological
Safety 3 Security
"heory 0
Love 1Social
)stee&
SA
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• 5aturally indolent
• Lac% a&bition, disli%e
responsibility, and prefer to be led• 6nherently self-centered and
indifferent to organi.ational needs
• 5aturally resistant to change• 7ullible, not bright, ready dupes
SOURCE: Adapted from Table 5.1 which is from “The Hma! Side of E!terprise" b#
$o%las &. &c're%or( repri!ted from Management Review ( )o*ember 1+5,. Cop#ri%ht1+5, America! &a!a%eme!t Associatio! -!ter!atio!al. Repri!ted b# permissio! of America!
&a!a%eme!t Associatio! -!ter!atio!al( )ew or/( ). All ri%hts reser*ed.
http:00www.ama!et.or%.
Mc1reors )ssu'ptions
)$out eople 2ased on "heory /
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• assive and resistant behaviors notinherent8 result of organi.ationaleperience
• eople possess – #otivation
– evelop&ent potential
–
Capacity for assu&ing responsibility – :eadiness to direct behavior to$ard
organi.ational goals
Mc1reors )ssu'ptions
)$out eople 2ased on "heory 0
SOURCE: Adapted from Table 5.1 which is from “The Hma! Side of E!terprise" b#
$o%las &. &c're%or( repri!ted from Management Review ( )o*ember 1+5,. Cop#ri%ht1+5, America! &a!a%eme!t Associatio! -!ter!atio!al. Repri!ted b# permissio! of America!
&a!a%eme!t Associatio! -!ter!atio!al( )ew or/( ). All ri%hts reser*ed.
http:00www.ama!et.or%.
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Mc1reors )ssu'ptions
)$out eople 2ased on "heory 0
#anage&ent's tas% - arrange conditions
and operational ðods so people can
achieve their o$n goals by directing
efforts to organi.ational goals
SOURCE: Adapted from Table 5.1 which is from “The Hma! Side of E!terprise" b#
$o%las &. &c're%or( repri!ted from Management Review ( )o*ember 1+5,. Cop#ri%ht1+5, America! &a!a%eme!t Associatio! -!ter!atio!al. Repri!ted b# permissio! of America!
&a!a%eme!t Associatio! -!ter!atio!al( )ew or/( ). All ri%hts reser*ed.
http:00www.ama!et.or%.
!rgani.ation's
goals
6ndividual's
goals
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)lderfers E*1 "heory
)istence
:elatedness
7ro$th
hysiological
Safety 3 Security
Love 1Social
)stee&
SA
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McClellands Need "heory3
Need for )chieve'entNeed for )chieve'ent - a
&anifest 1easily perceived
need that concerns individuals'
issues of ecellence,
co&petition, challenging
goals, persistence, and
overco&ing difficulties
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McClellands Need "heory3
Need for oer Need for oer - a &anifest 1easily
perceived need that concerns an
individual's need to &a%e an i&pact onothers, influence others, change people
or events, and &a%e
a difference in life
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McClellands Need "heory3
Need for )ffiliationNeed for )ffiliation - a&anifest 1easily
perceived need thatconcerns an individual'sneed to establish and
&aintain $ar&, close,inti&ate relationships$ith other people
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Self-actuali.ation
4 Motivational Need "heories
Maslo )lderfer McClelland
;igher
!rder 5eeds
Lo$er
!rder
5eeds
)stee&
self
interpersonal
Safety 3 Security
interpersonal
physical
5eed for
Achieve&ent
5eed foro$er
:elatedness 5eed for
Affiliation
)istence
7ro$th
/elongingness
1social 3 love
hysiological
Mc1reor
heory <
heory =
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.er$ers "o-(actor "heory
Motivation (actor -
$or% condition related to thesatisfaction of the need for
psychological gro$th – >ob enrich&ent – leads to superior perfor&ance 3
effort
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.er$ers "o-(actor "heory
.yiene (actor -
$or% condition related todissatisfaction caused by
disco&fort or pain – &aintenance factor – contributes to e&ployee's feeling not
dissatisfied
– contributes to absence of co&plaints
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Motivation-.yiene
"heory of Motivation
;ygiene factors avoid >ob dissatisfaction
? Co&pany policy 3
ad&inistration? Supervision? 6nterpersonal relations? Wor%ing conditions? Salary? Status? Security
SOURCE: Adapted from rederic/ Her2ber%( The Managerial Choice: To be Efficient or to Be
Human. 3Salt 4a/e Cit#: Ol#mps( 1+67. Repri!ted b# permissio!.
• Achieve&ent• Achieve&ent recognition• Wor% itself • :esponsibility• Advance&ent
• 7ro$th• %alary
#otivation factors increase >ob satisfaction
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Motivation-.yiene
Co'$inations
1#otivation @ #, ;ygiene @ ;
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Questions on .er$ers "heory
• 6s salary a hygiene or a
&otivational factor
• What role do individual differences
1age, se, social status, education
play
• What role do intrinsic >ob factors
1$or% flo$ process play
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Ne !deas in .u'an Motivation3
Eustress, %trenth, .ope
• Eustress 7 healthy, nor&al stress
+pportunities
Challenes
Enery
+$stacles
2arriers
(rustration
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Ne !deas in .u'an Motivation3
ositive Enery & (ull Enae'ent
Manae'ent
of Enery
E#pend
Enery
*enealand
*ecovery
2uild
ositiveEnery
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%ocial E#chane
& E8uity "heory
• )Buity theory focuses on individual-
environ&ent interaction
• Concerned $ith social processes• )t.ionicalculated $or%ing relationships
– /oth parties have de&ands
– /oth parties &a%e contributions – )pect fair, eBuitable, ethical treat&ent
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!ndividual9+raniational
E#chane *elationship
• !rgani.ational goals
•
epart&ental ob>ectives• Dob tas%s
• hysiological needs
•
Security needs• hysical needs
• Co&pany status
• /enefits
• 6nco&e
•
evelop&ental potential• )&ployee %no$ledge
• )&ployee s%ills andabilities
6ndividual!rgani.ation
9 e &
a n d s
C o n t r i b u t i o n s
SOURCE: 8. 9. Campbell( &. $. $!!ette( E. E. 4awler( ---. A!d . E. ;eic/( 8r. &a!a%erial <eha*ior. 9erforma!ce
a!d Effecti*e!ess 3)ew or/: &c'raw=Hill( -!c.( 1+,>. Reprodced with permissio! from &c'raw=Hill( -!c.
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)da's "heory of !ne8uity
!ne8uity - the situation in $hich a
person perceives he or she is
receiving less than he or she is
giving, or is giving less than he or
she is receiving
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E8uity !utco&es @ !utco&es 6nputs 6nputs
Neative !utco&es E !utco&es
!ne8uity 6nputs 6nputs
ositive !utco&es F !utco&es
!ne8uity 6nputs 6nputs
erson Co'parisonother
E8uity and !ne8uity at Work
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%trateies for
*esolution of !ne8uity
• Alter the person's outco&es
• Alter the person's inputs
•
Alter the co&parison other's outputs• Alter the co&parison other's inputs
• Change $ho is used as a co&parison other
• :ationali.e the ineBuity• Leave the organi.ational situation
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Ne erspectives
on E8uity "heory
)Buity Sensitive
6 prefer an eBuity
ratio eBual to that of
&y co&parisonother
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Ne erspectives
on E8uity "heory
/enevolent
6 a& co&fortable
$ith an eBuity ratio
less than that of &y
co&parison other
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Ne erspectives
on E8uity "heory
)ntitled
6 a& co&fortable
$ith an eBuity ratio
greater than that of
&y co&parisonother
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E#pectancy "heory of
Motivation3 :ey Constructs
;alence - value or i&portance
placed on a particular re$ard
E#pectancy - belief that effort leads
to perfor&ance
!nstru'entality - belief that
perfor&ance is related to re$ards
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E#pectancy Model
of Motivation
erfor'ance *eardEffort
erceived effort -
perfor&ance
probability
erceived value
of re$ards
erceived
perfor&ance -
re$ard probability
“What are my chances ofgetting the job done if I
put forth the necessary
effort?”
“What are my chancesof getting the rewards I
value if I satisfactorily
complete the job?”
“What rewards do Ivalue?”
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4 Causes of
Motivational ro$le's
• /elief that effort $ill not result in
perfor&ance
•
/elief that perfor&ance $ill notresult in re$ards
• he value a person places on, or
the preference a person has for,certain re$ards
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Moral Maturity
Moral Maturity - the &easure of a person's
cognitive &oral develop&ent
#orally &aturepeople behave and
act based on
universal ethical
principles4
#orally i&&aturepeople behave and
act based on
egocentric
&otivations.
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Cultural Differences
• #otivational theories are culturally bound
• :esearch results differ a&ong cultures
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Ways to Motivate eople
• raining
• Coaching
• as% assign&ents
• :e$ards contingent
on good perfor&ance
•
Galued re$ards available
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Chapter 53 *eflect & Discuss
(or <ove of the 1a'e ;ideo ClipWhat to Watch for and )sk 0ourself
• At $hat level are /illy Chapel's estee&
needs at this point in the ga&e• o you epect 7us Sins%i's tal% to have any
effect on Chapel 6f it $ill, $hat effect do
you epect it to have
• What re$ards potentially eist for /illy
Chapel :e&e&ber, this is the last baseball
ga&e of his career4