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OB Lecture7

The document discusses several theories of motivation: 1. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological and safety needs before pursuing higher level needs. 2. McGregor's Theory X and Theory Y describe assumptions about human motivation in the workplace. 3. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like pay that prevent dissatisfaction. 4. Contemporary theories discussed include self-determination theory, goal-setting theory, expectancy theory, equity theory, reinforcement theory, and organizational justice. These theories provide insights into intrinsic and extrinsic motivation as well as the role of goals, rewards,

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Abdullah Al Muhit
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22 views

OB Lecture7

The document discusses several theories of motivation: 1. Maslow's hierarchy of needs theory proposes that people are motivated to fulfill basic physiological and safety needs before pursuing higher level needs. 2. McGregor's Theory X and Theory Y describe assumptions about human motivation in the workplace. 3. Herzberg's two-factor theory distinguishes between motivators like achievement that improve job satisfaction and hygiene factors like pay that prevent dissatisfaction. 4. Contemporary theories discussed include self-determination theory, goal-setting theory, expectancy theory, equity theory, reinforcement theory, and organizational justice. These theories provide insights into intrinsic and extrinsic motivation as well as the role of goals, rewards,

Uploaded by

Abdullah Al Muhit
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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MOTIVATION

CONCEPTS
Chapter 7
Hierarchy Needs Theory
(Maslow)
Maslow’s Hierarchy of
Needs
Theory X and Theory Y (Douglas
McGregor)
Two-Factor Theory (Frederick Herzberg)
David McClelland’s Theory of Needs
Contemporary Theories of Motivation

Self-Determination Theory
 A theory of motivation that is concerned with the

beneficial effects of intrinsic motivation and the


harmful effects of extrinsic motivation.
Cognitive Evaluation Theory
 Providing an extrinsic reward for behavior that

had been previously only intrinsically rewarding


tends to decrease the overall level of motivation.
 The theory may only be relevant to jobs that are

neither extremely dull nor extremely interesting


Importance of Goal Setting
 Goal setting is more effective in improving
motivation.
 Extrinsic rewards such as verbal praise and
feedback about competence can improve even
intrinsic motivation under specific circumstances.
 Deadline and specific work standards increase
motivation.
 However, rewards and deadlines diminish
motivation if people see them as coercive.
 Example: Salesperson, computer programmer.
Theory of Self-Concordance
 People’s goals are strongly consistent
with their interests and core values.
 If individuals pursue goals because of an
intrinsic interest, they are more likely to
attain their goals.
 If people pursue goals for extrinsic
reasons (money, status, or other
benefits) are less likely to attain their
goals.
Implication

 Intrinsic motivation- more happy, fit into


their organization better, and may
perform better.
 For individuals- choose your job for
reasons other than extrinsic rewards.
 For organizations- Managers should
provide both intrinsic and extrinsic
incentives (interesting work, provide
recognition, support employee growth).
Job Engagement Theory

 The investment of an employees


physical, cognitive, and emotional
energies into job performances.
 Managers and scholars alike have lately
become interested in facilitating job
engagement.
 Something deeper than liking a job or
finding it interesting drives performance.
 Evidence from research.
Ingredients for Job Engagement

• To the degree it is meaningful to engage


in job
• The job characteristics
• Access to resources
• Match between individual and
organizational values
• Leadership
• Critique
Goal-Setting Theory
 In the late 1960s, Edwin Locke proposed
that intentions to work toward a goal are a
major source of work motivation.
 Evidence suggests that specific goals
increase performance.
 Difficult goals, when accepted, result in
higher performance that do easy goals; and
that feedback lead to higher performance
than does no feedback.
 Specific goals provide an internal stimulus.
Goal-Setting Theory
 Hard goal
 Feedback
 Participation in decision making
 3 more factors- goal commitment, task
characteristics, national culture.
 Critique: Too much focus on goal can
lead to losing sight of bigger picture.
Implementing Goal-Setting
 Management by Objective (MBO)
 Emphasizes participatory goals that are

tangible, verifiable, and measurable.


 Organization’s overall objectives are

translated into specific objectives.


 For individual MBO

provides
Specific performance
Objective.
Ingredients of MBO
 Goal specificity
 Participation in decision making
 An explicit time period
 Performance feedback
Self-Efficacy Theory
 Refers to individual’s believe that she/he
is capable of performing a task.
 High self-efficacy means more
confidence you have in your ability to
succeed.
 In difficult situations more likely to try
harder.
 Self-efficacy can create a positive spiral
in.
 Responds to negative feedback with
more effort and motivation.
Implications for Managers
 Bring in Goal-setting and self-efficacy theory together.
 Example
 Albert Bandura proposes ways to increase self-efficacy
• Enactive mastery
• Vicarious modeling
• Verbal persuasion
 Implication:
• Set training programs
• Pygmalion effect
 Critique: intelligence and personality missing
Reinforcement Theory
Reinforcement Theory
 Contrast approach of Goal-setting theory.
 Reinforcement can condition behavior.
 Any consequences that, when immediately
following responses, increase the probability
that the behavior will be repeated.
 Operant conditioning states people learn to
behave to get something or to avoid
something that they do not want.
 Influenced by reinforcement or punishment.
Reinforcement Theory
 B. F. Skinner
Desired behavior from pleasant
consequences that follows immediately
increases the probability of that behavior
occurring more frequently.
 Example

 Ignores feeling, attitudes, expectations,

and other cognitive variables that effect


behavior.
 Important theory but not the only one.
Reinforcement Theory
 Social learning theory
 People can learn by observation or from
experience
 Acknowledges the effects of observational
learning and perception.
 Models:
• Attention process
• Retention process
• Motor reproduction processes
• Reinforcement process
Equity Theory
Equity Theory
 Employee perception on input-output
ratio.
 Comparison of input-output ratio with
relevant others.
 The ratio illustration
Referent Comparisons
Moderating Variables
 Gender
 Tenure
 Level in the organization
 Amount of education or professionalism
Equity Theory and It’s
Validity
PART 2
Organizational Justice
 Distributive justice- the employee’s
perceived fairness of the amount
rewards among individuals and who
received them.
 Organizational Justice- employees
perceive their organizations as just when
they believe rewards and the way they
are distributed are fair.
 Fairness is subjective
 Example: Tax
 Distributive justice is based on feelings
Procedural Justice
 Justice is multidimensional.
 Questions on what we get paid relative to what we
should be paid is important.
 Equally important is How we get paid.
 Procedural Justice-perceived fairness of the process
used to determine the distributions of rewards.
• Process control
• Explanation
 Also important for managers to be consistent, unbiased,
good decision maker based on information, and open to
appeals
 Example: Supervisor
Interactional Justice
 Individual’s perception of the degree to
which she is treated with dignity,
concern and respect.
 Implications:
 Distributive justice is most strongly
related to organizational commitment
and satisfaction with outcomes.
 Procedural justice relates most strongly
to job satisfaction, employee trust,
withdrawal, job performance and OCB
Application and Validity
 Strong following in the US
 Input/outcomes have different values in different
cultures.
 Evidence from study: managers are motivated to
foster employees’ perceptions of justice as they wish
to ensure compliance, maintain a positive identity,
and establish fairness.
 Both individualistic and collectivistic cultures prefer
an equitable distribution of rewards over equal
divisions.
 Basic principal of procedural justice is preferred
across cultures based on performance.
Expectancy Theory
Expectancy Theory
Relationships
Three Questions
 If I give a maximum effort, will it be
recognized in my performance
appraisal?
 If I get a good performance appraisal,
will it lead to organizational rewards?
 If I am rewarded, are the rewards
attractive to me?
 Does this theory work?
What is MBO
Linking MBO and Goal-Setting Theory
Why MBO’s Fail
Employee Recognition
Programs
What is Employee
Involvement
Examples of Employee Involvement
Programs
Examples of Employee Involvement
Programs
Examples of Employee Involvement
Programs
Linking EI Programs and Motivation
Theories
Job Design and Scheduling
Work Schedule Options
Work Schedule Options
Telecommuting
Variable Pay Programs
Variable Pay Programs
Skill Based Pay Plans
Skill-Based Pay Plans
Flexible Benefits
Implications for Managers

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