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To acquaint you with the

motivational concepts in

Organizational Behavior and their

application concepts.

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PART 1 - Major Raja Manzar

What is motivation?

Why motivation needed ?

Characteristics of motivation.

Early theories of Motivation

• Maslow’s Hierarchy of Needs.

• Theory X, Y and Two factor theory.

• McClelland’s theory of need.

PART 2 - Muhammad Farooq Munir

Contemporary Theories of Motivation

• Self determination theory.

• Goal setting theory.

• Self Efficacy theory.

• Reinforcement theory. 6

PART 3 - Kamran Arshad

Equity / Organizational Justice theory.

Expectancy theory.

PART 4 - Muhammad Haider Hassan

Concepts and its Application.

• Factors for job dimensions.

• Employee involvement.

• Rewarding Employees.

PART 5

Question Answer session.

Conclusion.

contd…

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• The process of arousing and sustaining goal directed behavior.

• The processes that account for an individual’s intensity, direction,

and persistence of effort toward attaining a goal

• “Motivation is the act of stimulating someone to get a desired

course of action.”

• Motivation is one of the key factors driving us towards achieving

something. Without motivation, we will do nothing. Therefore,

motivation is one of the key aspects when it comes to corporate

management. In order to achieve the best business results, the

organization needs to keep employees motivated.

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To most psychologists, need is a psychological featurethat arouses an organism to action toward a goal,giving purpose and direction to behavior.

The process by which a person’s efforts are energized

directed & sustained towards attaining a goal.

Three key elements:-

• Energy.

• Direction.

• Persistence.

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Motivation is the processes that account for an

individual’s direction, intensity and persistence of

effort toward achieving a goal.

• Direction. should benefit the organization (i.e. quality

of effort counts!)

• Intensity. how hard an employee tries to achieve a

goal.

• Persistence. how long can an employee maintain

his/her effort to achieve a goal.

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The energy element is a measure of intensity ordrive. A motivated person puts forth effort andworks hard however the quality of effort must alsobe considered.

High levels of effort do not necessarily need to

favorable job performance unless the effort is

channeled in a direction that benefits the

organization.

Effort that is directed toward and consistent with

organization goals is the kind of effort we want from

employees. 12

Now days everyone wants to start their own

business. You cannot expect them to commit all

their energy to the company. You have to find

common ground and respect their wishes.

In order to motivate the employees, organizations

do various activities. The activities the companies

do basically the results and findings of certain

motivational theories.

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Personal and Internal Feeling.

Art of Stimulating Someone Or Oneself.

Motivation can be either Positive or Negative.

Motivation can be either Positive or Negative.

Motivation is System Oriented.

Motivation is a Sort of Bargaining.

Motivation is different from Satisfaction.

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Content

Theory

Maslow's hierarchy of needs

Herzberg's motivator-hygiene theory

Alderfer's ERG theory

McClelland's three-needs theory

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Process

Theory

Adams' equity theory

Vroom's expectancy theory

Goal-setting theory

Reinforcement theory

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Contd….

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Abraham Maslow gave this theory.

He hypothesized 5 needs of human.

• Physiological.

• Safety.

• Social.

• Esteem.

• Self-actualization.

Maslow divided these into lower and higher needs.

Maslow’s Hierarchy

of Needs

Lower-

Order

Needs

Needs that

are

satisfied

externally:

Physiologic

al & safety

needs.

Higher-

Order

Needs

Needs that are satisfied internally:

Social, Esteem, & Self-actualization needs.

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Contd…

Physiological. includes hunger, thirst, shelter andother bodily needs.

Safety. includes security and protection fromphysical and emotional harm.

Social. includes affection, belongingnessacceptance, and friendship.

Esteem. includes internal esteem factors such asself-respect, autonomy, and achievement; andexternal esteem factors such as status,recognition, and attention.

Self-actualization. the drive to become what oneis capable of becoming; includes growth, achievingone’s potential, and self-fulfillment.

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Alderfer's “ERG” Theory……

Existence.

Relatedness.

Growth.

Existence similar to Maslow’s physiological and safety needs.

Relatedness related to social and status needs.

Growth similar to esteem and self-actualization needs.

Unlike Maslow’s theory, individuals can be at all categories simultaneously.

This theory does not assume a rigid hierarchy like Maslow's. For example, all 3 of these could be operating at the same time.

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It was given by Douglas McGregor.

Theory XManagers See Workers As…

Disliking Work

Avoiding Responsibility

Having Little Ambition

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Theory YManagers See Workers As…

Enjoying Work

Accepting Responsibility

Self-Directed

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Fredric Herzberg gave this theory.

Intrinsic factors are related to job satisfaction, while

extrinsic factors are related to job dissatisfaction.

Hygiene factors = when these are adequate,

workers “feel OK” (i.e. they are NOT dissatisfied).

Examples include quality of supervision, company

policies and administration.

Motivators = examines factors contributing to job

satisfaction. Thus, there are factors which lead to

job satisfaction and things that don’t (i.e. notice

there is a difference between “non-satisfying” and

“dissatisfying factors”)26

It states achievement, power and affiliation are 3 important needs. David McClelland with his colleagues worked out these needs.

The Need for Achievement: the drive to excel, achieve in relation to a set of standards, strive to succeed.

The Need for Power: The need to make others behave in a way that they would not have behaved otherwise.

The Need for Affiliation: The desire for friendly and close interpersonal relationships.

Q: So, what can we “do” with such information about our employees???

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Not much evidence for power and affiliation

need.

High achievers perform well when probability of

success .5.

Not attribution to pure chance or least challenge

High achievers are successful entrepreneurs;

no links to being effective managers.

Effective managers may be linked to high power

need and low affiliation need.

Contd….

PART 2 - Mr Muhammad Farooq

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A theory of motivation that is concered with the benificial effects of intrinsic motivation and harmful effects of extrinsic motivation.

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A Version of self determination theory which holds that allocating extrinsic rewards for behavior that had beed previously intrinsically rewarding tends to decrese the overall level of motivation

The investment of an employee s physical, cognitive and emotional energies into job performance.

Job engagement is a workplace approach designed to ensure that employees are committed to their organization's goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense of well-being.

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The theory that specific and difficult goals lead

to higher performance.

Goals tell an employee what needs to be done

and how much effort will need to be expended.

Specific hard goals produce a higher level of

output than does the generalized goal of "do

your best."

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MBO. The most systematic way to utilize

goal setting is with MBO,

A program that encompasses specific goals,

participatively set for an explicit time period,

with feedback on goal progress.

Key Elements.

• Goal specificity

• Participative decision making

• An explicit time period

• Performance feedback

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An indiviual,s belief that he or she capable of

performing a task.

Enhances probability that goals will be achieved

Not to be confused with: Self Esteem, which

is….

Individuals’ degree of liking or disliking

themselves.

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Enative mastery. The most important source of increasing self efficcacy that is gaining relevent experiance with the task or job.

Vacarious modeling. Becoming more confident becasue you see someone else doing the task.

Verbal persuasion. Becoming more confident because someone convinces you that you have the skills necessary to be successful.

Arousal. Leads to energized state so the person gets psyched up and perform better.

A theory that says that behavior is a function of its

consequences.

• A counterpoint to the goal-setting theory.

• In reinforcement theory, a “behavioristic” approach, which

argues that reinforcement conditions behavior.

• Reinforcement theorists see behavior as being

behaviorally caused.

• Reinforcement theory ignores the inner state of the

individual and concentrates solely on what happens to a

person when he or she takes some action.

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PART 3 - Mr Kamran Arshad

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• A theory that individuals compare their job inputsand outcomes with those of others and thenrespond to eliminate any inequities.

• Focuses on people’s perceptions of the fairness (orlack of fairness) of their work outcomes inproportion to their work inputs.

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• Self Inside. An employee's experiences in a different position inside his current situation.

• Self outside. An employee's experiences on a position outside his current organization.

• Other inside. An other individual inside the employee’s organization.

• Other outside. An other individual outside the employee’s organization.

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• Inequity exists when worker’s outcome/input ratio is not equal to referent.

– Underpayment inequity: ratio is less than the referent.

• Workers feel they are not getting the outcomes they should for their inputs.

– Overpayment inequity: ratio is higher than the referent.

• Workers feel they are getting more outcomes than they should for their inputs.

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Condition Person Referent Worker contributes

Equity OutcomesInputs =

OutcomesInputs

more inputs but alsogets more outputs

than referent

OverpaymentEquity

OutcomesInputs >

OutcomesInputs

Worker contributessame inputs but also

gets more outputsthan referent

UnderpaymentEquity

OutcomesInputs <

OutcomesInputs

Worker contributesmore inputs but also

gets the same outputsas referent

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Perceived Equity

Satisfaction

Motivation to Maintain Outcomes to-Input

Ratio

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Tension

Guilt

Dissatisfaction

AngerMotivation to change

TensionMotivation to change

Perceived Inequity

Under inequity

Over inequity 44

Change their inputs.

Change their outcomes.

Distort their perception.

Distort perception of others.

Change the reference person.

Leave the field.

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Distributive Justice

Def. Perceived fairness of outcome.

e.g. Mr. X pay was raised because he

deserved due to his hard work.

Procedural Justice

Def. Perceived fairness of process

used to determine outcome.

e.g. Ahmed pay was increased

because he was found as best sales

man of the store.

Interactional Justice

Def. Perceived degree to which one is

treated with dignity and respect.

e.g. Tayyab’s pay was increased and

the manager informed him about this

with lot of respect.

Organizational Justice

Def. Over all perception of what is fair in the work place.e.g. I think that Pepsi Multan is a fair place to work. Do job.

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Motivation will be high when workers believe:

High levels of effort will lead to high performance.

High performance will lead to the attainment of desired outcomes.

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Expectancy - the belief that effort (input) will

result in a certain level of performance.

Instrumentality - the belief that performanceresults in the attainment of outcomes.

Valence - how desirable each of the availableoutcomes from the job is to a person.

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Expectancy is HighPeople perceive that if

they try hard, they can

perform at a high level.

Instrumentality is HighPeople perceive that high performance leads to the

receipt of certain outcomes.

Valence is HighPeople desire the outcomes

that result from high performance.

High Motivation

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PART 4 - Mr Haider Hassan

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The Job Characteristics Model( J. Richard

Hackman & Greg Oldham) - jobs are described

in terms of five core dimensions:

• Skill variety

• Task identity

• Task significance

• Autonomy

• Feedback

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Skill variety. Degree to which a job requires a variety

of different activities so the worker can use a number of

skills and talent.

Task identity. Degree to which a job requires

completion of whole work and identifiable piece of work.

Task significance. Degree to which a job affects the

lives or work of other people.

Autonomy. Degree to which a job provides worker

freedom , independence and discretion in scheduling

work and determining the procedures in carrying it out.

Feedback. Degree to which carrying out work activities

generates direct and clear information about your own

performance.

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Contd….

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Job redesign refers to

Designing a better fit between workers and their jobs.

Any set of activities that involves the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on the job productivity.

Any work changes that increase work quality or productivity. Alters basic relationship between worker and job.

Changing the tasks or the way work is performed in an existing job.

To changes in the design of individual jobs. 55

Job Redesign Techniques

Job Rotation. The periodic shifting of an employee from one task to another

Job enlargement – Horizontal. Increasing the number and variety of tasks that an individual performed

Job Enrichment – Vertical. Increasing the degree to which the worker controls the planning, execution and evaluation of the work

Adding one or more motivating factors to job activities

(such as increasing responsibility or recognition)

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Combine tasks

Form natural work units

Establish client relationship

Expand jobs vertically

Open feed back channels

Skill variety

Task identity

Task significance

Autonomy

Feed Back 57

Suggested Action Core Job Dimensions

Flextime.• Some discretion over when worker starts and leaves

• Allow people to choose their work hours by adjusting

• a standard work schedule

Job Sharing.• Allows two or more individuals to split a traditional

• 40-hour-a-week job

Telecommuting.

• Work remotely at least two days per week Employees

who do their work at home at least two

• days a week on a computer that is linked to their office

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Flextime Benefits include.

reduced absenteeism.

increased productivity.

reduced overtime expenses.

lessening in hostility toward management.

reduced traffic congestion around work sites,elimination of tardiness.

increased autonomy and responsibility foremployees that may increase employee jobsatisfaction.

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A participative process that

uses the input of employees

to increase their

commitment to the

organization’s success.

Involving workers in

decisions that will affect

them and increasing their

autonomy and control over

their work lives.

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Contd….

Two types.

1. Participative Management.

2. Representative Participation.

Participative Management. Subordinates are given chance / share the decision making process.

Representative participation. Group representative participates decision making process on behalf of group.

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Major strategic rewards decisions:

What to pay employees

How to pay individual employees

What benefits to offer

How to construct employee recognition programs

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