ORGANIZATIONAL BEHAVIOR. After studying chapter six and listening to my lecture, you should be able...
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Transcript of ORGANIZATIONAL BEHAVIOR. After studying chapter six and listening to my lecture, you should be able...
ORGANIZATIONAL BEHAVIOR
After studying chapter six and listening to my lecture, you should beable 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.
L E
A R
N I
N G
O
B J
E C
T I
V E
S
Defining MotivationDefining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
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
Apple Computer
Publix Super Markets
Advanta Corporation
Westin Hotels
Worthington Industries
Reader’s Digest
Pitney Bowes
Steelcase
Delta Airlines
Reward
Stock purchase options
Partial ownership in the company
Opportunity to help train new employees
Free meals while on the job
Haircuts for $2 while at work
Fridays off during the month of May
Courses in real estate, golf, painting, photography,
and cake decorating
Access to camping facilities and equipment
Free airline travel for employees and spouses
SAS Company???
Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)
Need Hierarchy Theory
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualization
needs
Lower-orderneeds
Higher-orderneeds
Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)
Comparison of Satisfiers and Dissatisfiers
Comparison of Satisfiers and Dissatisfiers
Factors characterizing events on the job that led to extreme job dissatisfaction
Factors characterizing events on the job that led to extreme job satisfaction
Overview of Expectancy Theory
EffortEffort
ExpectancyExpectancy InstrumentalityInstrumentality Valence ofreward
Valence ofreward
PerformancePerformance RewardReward
MOTIVATIONMOTIVATION
Role perceptionsand opportunities
Role perceptionsand opportunities
Abilitiesand traits
Abilitiesand traits
JOBPERFORMANCE
X X
Equity Theory: A Summary and Example
INEQUITABLE RELATIONSHIPINEQUITABLE RELATIONSHIPAndy is
overpaidcompared to Bill
Bill isunderpaid
compared to Andy
Bill’s outcomes($25,000/year)Bill’s inputs
(40 hours/week)
Andy’s outcomes($30,000/year)Andy’s inputs(40 hour/week)
Andy feels guilty Bill feels angry
EQUITABLE RELATIONSHIPEQUITABLE RELATIONSHIP
Andy’s outcomes($30,000/year)Andy’s inputs(40 hour/week)
Andy is equitably paidcompared to Bill
Bill’s outcomes($30,000/year)Bill’s inputs
(40 hours/week)
Bill is equitably paidcompared to Andy
Bill feelssatisfied
Andy feelssatisfied
Goal-Setting Theory (Edwin Locke)Goal-Setting Theory (Edwin Locke)
Goal Setting: Some Impressive EffectsP
erce
nta
ge
of
Max
imu
m W
eig
ht
Car
ried
on
Eac
h T
rip
Before goal After Goal
Four-Week Periods
50
60
70
80
90
100
1 2 4 5 6 7 8 9 10 11 12Seven
Years Later
94
There was a dramaticimprovement in per-formance after a goal
was set
Performance at the goal levelwas sustained seven years after
the goal was first set
Goallevel
3
ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer)
Core Needs
Existence: provision of basic material requirements.
Relatedness: desire for relationships.
Growth: desire for personal development.
Core Needs
Existence: provision of basic material requirements.
Relatedness: desire for relationships.
Growth: desire for personal development.
Concepts:
More than one need can be operative at the same time.
If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.
Concepts:
More than one need can be operative at the same time.
If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases.
David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs
nAch
nPow
nAff
Matching Achievers and JobsMatching Achievers and Jobs
Cognitive Evaluation TheoryCognitive Evaluation Theory
Reinforcement TheoryReinforcement Theory
Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling) consequences.
Reinforced behavior tends to be repeated.
Concepts:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling) consequences.
Reinforced behavior tends to be repeated.
Flow and Intrinsic Motivation TheoryFlow and Intrinsic Motivation Theory
Ken Thomas’s Model of Intrinsic MotivationKen 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 TheoryEquity Theory
Referent Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Referent Comparisons:
Self-inside
Self-outside
Other-inside
Other-outside
Equity Theory (cont’d)Equity Theory (cont’d)
E X H I B I T 6-7
Equity Theory (cont’d)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)
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)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
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)Equity Theory (cont’d)
Expectancy TheoryExpectancy Theory
E X H I B I T 6-8
Performance DimensionsPerformance Dimensions
E X H I B I T 6-9
Integrating Contemporary Theories of Motivation
Integrating Contemporary Theories of Motivation
E X H I B I T