ORGANIZATIONAL BEHAVIOR

OBJECTIVES After studying chapter six and listening

to my lecture, you should be
able to:
1. Outline the motivation
process.
2. Describe Maslow’s need
hierarchy.
3. Contrast Theory X and
LEARNING

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.
Defining
Defining Motivation
Motivation

Key
KeyElements
Elements
1.1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.2. Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
3.3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries
 Going “Beyond the Fringe” in Benefits: Especially Creative Reward
Practices

Company Reward

Apple Computer Stock purchase options

Publix Super Markets Partial ownership in the company
Advanta Corporation Opportunity to help train new employees
Westin Hotels Free meals while on the job
Worthington Industries Haircuts for $2 while at work
Reader’s Digest Fridays off during the month of May
Pitney Bowes Courses in real estate, golf, painting, photography,
and cake decorating
Steelcase Access to camping facilities and equipment
Delta Airlines Free airline travel for employees and spouses

SAS Company???
Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)
 Need Hierarchy Theory

Higher-order
needs

Self-
actualization
needs

Esteem needs

Social needs

Safety needs

Physiological needs
Lower-order
needs
Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)
Factors characterizing events
on the job that led to extreme
job dissatisfaction

Factors characterizing events

on the job that led to extreme
job satisfaction

Comparison
Comparisonofof
Satisfiers
Satisfiersand
and
Dissatisfiers
Dissatisfiers
 Overview of Expectancy Theory

Effort
Effort Performance
Performance Reward
Reward

Valence
Valenceof
of
Expectancy
Expectancy X Instrumentality
Instrumentality X reward
reward

MOTIVATION
MOTIVATION
Abilities
Abilities Role
Roleperceptions
perceptions
and
andtraits
traits and
andopportunities
opportunities

JOB
PERFORMANCE
 Equity Theory: A Summary and Example

INEQUITABLE
INEQUITABLERELATIONSHIP
RELATIONSHIP
Andy is Bill is
overpaid underpaid
compared to Bill compared to Andy
Bill’s outcomes
Andy’s outcomes ($25,000/year)
($30,000/year) Bill’s inputs
Andy’s inputs (40 hours/week)
(40 hour/week)

Andy feels guilty Bill feels angry

EQUITABLE
EQUITABLERELATIONSHIP
RELATIONSHIP
Andy is equitably paid Bill is equitably paid
compared to Bill compared to Andy
Andy’s outcomes Bill’s outcomes
($30,000/year) ($30,000/year)
Andy’s inputs Andy feels Bill feels Bill’s inputs
(40 hour/week) satisfied satisfied (40 hours/week)
Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
 Goal Setting: Some Impressive Effects
100
Goal
level 94
90
Percentage of Maximum Weight

80 Performance at the goal level

was sustained seven years after
Carried on Each Trip

the goal was first set

70

60 There was a dramatic

improvement in per-
formance after a goal
50 was set

1 2 3 4 5 6 7 8 9 10 11 12
Seven
Before goal After Goal Years Later
Four-Week Periods
ERG
ERG Theory
Theory (Clayton
(ClaytonAlderfer)
Alderfer)

Concepts:
Concepts:
More
Morethan
thanone
oneneedneedcan
can
be operative at the same
be operative at the same
Core time.
time.
CoreNeeds
Needs
Existence: IfIfaahigher-level
higher-levelneed
need
Existence:provision
provisionof of cannot
basic
basicmaterial
material cannotbe befulfilled,
fulfilled,the
the
requirements. desire
desiretotosatisfy
satisfyaalower-
lower-
requirements. level
levelneed
needincreases.
increases.
Relatedness:
Relatedness:desire
desirefor
for
relationships.
relationships.
Growth:
Growth:desire
desirefor
for
personal development.
personal development.
David
David McClelland’s
McClelland’s Theory
Theory of
of Needs
Needs

nPow

nAch nAff
Matching
MatchingAchievers
Achievers and
and Jobs
Jobs
Cognitive
Cognitive Evaluation
Evaluation Theory
Theory
Reinforcement
Reinforcement Theory
Theory

Concepts:
Concepts:
Behavior
Behaviorisisenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbebemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendstotobe
berepeated.
repeated.
Flow
Flow and
and Intrinsic
Intrinsic Motivation
Motivation Theory
Theory
Ken
Ken Thomas’s
Thomas’s Model
Model of
of Intrinsic
Intrinsic Motivation
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
Equity Theory
Theory

Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
Equity
Equity Theory
Theory (cont’d)
(cont’d)

EXHIBIT 6-7
Equity
Equity Theory
Theory (cont’d)
(cont’d)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2. Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
3.3. Distort/change
Distort/changeperceptions
perceptionsof
ofself
self
4.4. Distort/change
Distort/changeperceptions
perceptionsofofothers
others
5.5. Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)
Equity
Equity Theory
Theory (cont’d)
(cont’d)

Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.1. Overrewarded
Overrewardedemployees
employeesproduce
producemore
more
than
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.2. Overrewarded
Overrewardedemployees
employeesproduce
produceless,
less,but
but
do
dohigher
higherquality
qualitypiece
piecework.
work.
3.3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees
Equity
Equity Theory
Theory (cont’d)
(cont’d)
Expectancy
Expectancy Theory
Theory

EXHIBIT 6-8
Performance
Performance Dimensions
Dimensions

EXHIBIT 6-9
Integrating
Integrating
Contemporary
Contemporary
Theories
Theoriesofof
Motivation
Motivation

EXHIBIT