PSYCHOLOGICAL CONTRACT

Overall set of expectations held by an individual with respect to what he or she will
contribute to the organization and what the organization will provide to the individual

PERSON-JOB FIT
The extent to which the contributions made by the individual match the inducements
offered by the organization

PERSONALITY ATTRIBUTES
 LOCUS OF CONTROL
 SELF-EFFICACY
 AUTHORITARIANISM
 DOGMATISM
 SELF-MONITORING
 SELF-ESTEEM
 RISK PROPENSITY
Locus of Control: The extent to which an individual believes that his or her behavior has
a direct impact on the consequences of that behavior
Self-efficacy: A person’s belief about his or her capabilities to perform a task
Authoritarianism: Individual’s belief that power and status differences are appropriate
within hierarchical social systems like organization
Dogmatism: Reflects the rigidity of individual’s belief and his/her openness to other
viewpoints
Self-monitoring: Extent to which a person pays close attention to and subsequently
emulates the behavior of others
Self-esteem: Individual’s belief that he/she is a worthwhile and deserving individual
Risk Propensity: Degree to which an individual is willing to take chances and make risky
decisions

WORK RELATED ATTITUDE

• Job Satisfaction / Dissatisfaction
• Organizational Commitment
• Job Involvement

WORKPLACE BEHAVIOUR
• Performance Behaviour
• Withdrawal Behaviour
 * Absenteeism
* Turnover
• Organizational Citizenship

MOTIVATION
 DRIVE/FORCE THAT CAUSES (INITIATE, DIRECT AND SUSTAIN)
PEOPLE TO BEHAVE
 IN A WAY THAT ENSURES ACCOMPLISHMENT OF SOME GOALS
 INCLUDES ENTIRE CLASS OF DRIVES,
DESIRES, NEEDS, WHISHES AND SIMILAR FORCES

SCIENTIFIC MANAGEMENT:

-ASSUMED PEOPLE MOTIVATED ONLY THROUGH MONEY( TAYLOR)

-USED INCENTIVE PAY SYSTEM
-PROMOTION, HIGHER PAY, SHORTER HOURS, AND HOLIDAYS
(GILBERTH
FOCUSED EXCLUSIVELY ON MONETARY REWARDS

BEHAVIOURAL MANAGEMENT APPROACH TO MOTIVATION

EMPHASIZED ON THE IMPORTANCE OF INDIVIDUAL
LIMITED USE OF INVOLVEMENT, PARTICIPATION, COMMUNICATION AND
CHANGE OF WORK
DOUGLAS McGregor THEORY “X” AND THEORY “Y”

THEORY “ X “
EMPLOYEES WANT TO WORK AS LITTLE AS POSSIBLE
EMPLOYEES HAVE LITTLE AMBITION AND DISLIKE RESPONSIBILITY, AND
WANT SECURITY ABOVE ALL
EMPLOYEES NATURALLY RESIST CHANGE
MANAGERS MUST CONTROL, DIRECT, PERSUADE, REWARD, OR PUNISH
THEM TO GET THEM TO WORK TOWARDS ACHIEVING ORGANIZATIONAL
GOALS

THEORY *Y*
EMPLOYEES:
* DO NOT BY NATURE DISLIKE WORK
* CAN BE CREATIVE IN SOLVING PROBLEMS AND ACHIEVING
ORGANIZATIONAL GOALS
* ARE WILLING TO SEEK AND ACCEPT RESPONSIBILITY
*WILL COMMIT THEMSELVES TO ORGANIZATIONAL GOALS WHEN
THEY CAN DIRECT THEIR OWN EFFORTS AND ACHIEVE PERSONAL GOALS
* HAVE A POTENTIAL FOR DEVELOPMENT THAT IS GENERALLY
UNDERUTILIZED BY MOST ORGANIZATIONS

CONTEMPORARY APPROACHES TO MOTIVATION

CONTENT THEORIES: EXPLANATION OF MOTIVATION THAT EMPHASIZE
PEOPLE’S INTERNAL CHARACTERISTICS
PROCESS THEORIES: EMPHASIZE HOW INDIVIDUALS ARE MOTIVATED

MASLOW’S THEORY

 LOWER LEVEL NEEDS MUST BE SATISFIED BEFORE MOVING UP FOR

OTHER NEEDS
 AS NEEDS ARE SATISFIED, THEY NO LONGER MOTIVATE
BEHAVIOUR
 HIGHER LEVEL NEEDS EMERGE AS THE MAIN MOTIVATORS ONCE
LOWER LEVEL NEEDS ARE MET
 IF INDIVIDUAL FEEL DEFICIENCY OF A PREVISOUSLY FULFILLED
LOWER LEVEL NEED,THAT NEED WILL TAKE PRECEDENCE OVER
HIGHER LEVEL NEED

CRITIQUE:

*DID NOT FIND EVEIDENCE FOR HIERARCHY

*PEOPLE MAY ATTEND TO HIGHER LEVEL NEEDS BEFORE SATISFYING
LOWER LEVEL NEEDS OR TRY TO SATISFY BOTH LEVEL NEEDS TOGETHER
*AS MOVE UP, LOWER LEVEL NEEDS LOSE IMPORTANCE

ERG THEORY
 E: EXISTENCE NEEDS
 R: RELATEDNESS NEEDS
 G: GROWTH NEEDS

ACTIVATION OF NEEDS MAY BE AT MORE THAN ONE LEVEL

NOT NECESSARILY MOVE FROM LOWER LEVEL TO UPPER LEVEL
CAN MOVE UP & DOWN THE HIERARCHY OF NEEDS- INDIVIDUAL SPECIFIC

HERZBERG TWO FACTORS THEORY

PRIMARY NEEDS
UNLEARNED AND PSYCHOLOGICAL BASED
HUNGER, THIRST, SLEEP, AVOIDANCE OF PAIN AND MATERNAL CONCERN

KEY SECONDARY NEEDS

NEED FOR ACHIEVEMENT:
*DESIRE TO DO THINGS BETTER THAT IT HAS BEEN DONE BEFORE
*DOING BETTER THAN COMPETITORS
*SET CHALLENGING GOALS AND ACCEPT RESPONSIBILITY
*TAKE CALCULATED RISK TO MOVE HIGHER
*DEVELOPING A BETTER WAY TO DO SOMETHING

NEED FOR POWER:

WITH HIGHER NEEDS TRY TO INFLUENCE OTHERS
ENJOY COMPETITIVE ENVIRONMENT AND ENJOY DECISION-MAKING ROLE
SEEK TO ADVANCE AND ACQUIRE POWER BY ACCEPTING RESPONSIBILITY
NEED FOR AFFILIATION:
 BEING LIKED BY MANY PEOPLE AND ACCEPTED AS PART OF A
REFERENCE GROUP
 COOPERATIVE & TEAM CENTERED APPROACH
 EXPECT SUBORDINATE TO COMPLETE TASKS THROUGH TEAM
EFFORT
 MAINTAINING HARMONIOUS RELATIONSHIP AND AVOIDING
CONFLICTS
 PARTICIPATING IN PLEASANT SOCIAL ACTIVITIES

NEED FOR SECURITY

 JOB SECURITY
 PROTECTION AGINST LOSS OF INCOME OR ECONOMIC DISASTER
 PROTECTION AGAINST ILLNESS AND DISABILITY
 PROTECTION AGAINST PHYSICAL HARM AND HAZARDOUS
CONDITIONS
 AVOIDING TASKS OR DECISIONS WHTH A RISK OF FAILURE AND
BLAME
NEED FOR STATUS
 HAVING THE RIGHT CAR AND WEARING THE RIGHT CLOTHES
  WORKING FOR THE RIGHT COMPANY IN THE RIGHT JOB
 HAVING A DEGREE FROM THE REPUTED UNIVERSITY
 LIVING IN THE RIGHT NEIGHBOURHOOD AND BELONGING TO THE
COUNTRY CLUB
 HAVING EXECUTIVE PRIVILEGES

IMPLICATIONS NEED THEORIES

 KNOW NEEDS OF THE INDIVIDUALS
 REINFORCE MOTIVATORS AND ELIMINATE DISSATIFIERS
 HIGHER LEVEL NEEDS ARE VERY IMPORTANT FOR ORGANIZATION
 MUST ENSURE TO PROVIDE HIGHER LEVEL NEEDS (BRAIN NEEDS)
FULFILLMENT, OTHERWISE PEOPLE WILL REVERT TO LOWER LEVEL
NEED(BELLY NEEDS)
 NEEDS FULFILLMENT ORDER IS CHANGED THROUGH TRAINING
( ENHANCE PERSONAL AND ORGANIZATIONAL PERFORMANCE
 NEEDS ARE INDIVUDUAL SPECIFIC- INDIVIDUAL SPECIFIC ACTION IS
REQUIRED FOR MOTIVATION

EXPECTANCY THEORY

EXPECTANCY THAT :
 EFFORTS WILL LEAD TO HIGH PERRFORMANCE
(ABILITY TO DO THE JOB.” CAN I DO THE TAKS”
 PERFORMANCE WILL LEAD TO A SPECIFIC OUTCOME ( IF I
SUCCEED, WILL I GET A REWARD)
 VALENCE OF OUTCOME( WILL REWARD BE OF VALUE TO ME )

ADAM’S EQUITY THEORY

CONCEPT: FAIR AND EQUITABLE REWARD
EQUITY WITHIN ORGANIZATION AND WITHIN INDUSTRY

IMPLICATIONS OF PROCESS THEORIES

 MUST GIVE ABILITIES TO SUCCEED
 LINK REWARD TO PERFORMANCE
 REWARDS MUST BE ATTRACTIVE FOR INDIVIDUAL( WIDE VARIETY)
 INTRINSIC AND EXTRINSIC REWARDS
 LOW PERFORMANCE SHOULD NOT BE REWARDED
 REWARD MUST BE FAIR AND EQUITABLE BOTH WITHIN THE
ORGANIZATION AND WITHIN THE INDUSTRY

REINFORCEMENT THEORIES
 CONCEPT: CONSEQUENCE ( EFFECTS) OF BEHAVIOUR DETERMINES
WHETHER THE BEHAVIOUR WILL BE REPEATED
 CONSEQUENCE: GOOD OR BAD
  GOOD CONSEQUENCE WILL LEAD TO REPTITION OF BEHAVIOUR
AND BAD WOULD RESULT IN ABANDONING THE BEHAVIOUR
 POSITIVE REINFORCEMENT STRENGTHENS BEHAVIOUR(PRAISE-
PLEASANT CONSEQUENCES

APPROACHES TO REINFORCEMENT

IMPLICATIONS REINFORCEMENT THEORIES

 USE MULTIPLE COMBINATION OF REINFORCEMENT
 POSITIVE REINFORCEMENT EXTREMELY POWERFUL
 CONTINUOUS REINFORCEMENT VITAL WHILE LEARNING NEW
SKILLS
 EXTINCTION & PUNISHMENT ARE AVAILABLE TO DISCOURAGE
BEHAVIOUR
 PUNISHMENT RARELY & IF USED, SHOULD BE SOON AFTER THE
BEHAVIOUR FOR LINKAGE

SYSTEM & CONTINGENCY APPROACH

 ORANIZATIONAL CULTURE
 LEADERSHIP STYLE