Motivation

PA 110 - Human Behavior in Organization

Presented by:

Regina T. Valencia
MPA 1
Work Motivation

 Is the result of a set internal and external forces that cause an

employee to choose an appropriate course of action and engage in
certain behaviors.

 Discovering and understanding employee drives and needs

 Model of Motivation

Environment Opportunity and

Resources

Needs and Drives Tension Effort Performance Rewards

Goals and
Ability
Incentives

Need Satisfaction
Motivational Drives

 ACHIEVEMENT - A drive to accomplish objectives and get

ahead

 AFFILIATION - A drive to relate to people effectively

 POWER – A drive to influence people and situation

 Institutional Power – the need to influence others’ behavior for the
good of the organization
 Personal power – influence others’ behavior for personal gain.
Human Needs
Primary Needs Secondary Needs
 Basic requirements of life and important for  Needs of the mind and the spirit.
survival of human race.  Strongly conditioned by experience.
 Universal but vary in intensity from one person  Vary in type and intensity among people.
to another.  Subject to change across time within individual.
 Cannot be isolated but in combination and
influence one another.
 Often hidden from conscious recognition
 Vague feelings
 Influence behavior in powerful ways.

Food Needs in relation to self esteem

Water Sense of Duty
Air Competitiveness
Sleep Belongingness
Comfortable temperature/humidity Self Assertion
Sex Giving and Receiving Affection
 Hierarchy of Needs: A Comparison of
Maslow’s, Herzberg’s and Alderfer’s Model
Maslow’s Hierarchy of Herzberg’s Two-Factor Model Alderfer’s E-R-G
Needs Model
5. Self-Actualization and Fulfillment  Work itself Growth Needs

Motivational Factors
Needs  Achievement
 Possibility of Growth
 Responsibility
4. Esteem and status Needs  Advancement Relatedness Needs
 Recognition

3. Belonging and Social Needs  Status

2. Safety and Security needs  Relations with Supervisors Existence Needs

Maintenance Factors
 Peer relations
 Relations with subordinates
 Quality of supervision
1. Physiological Needs  Company policy and
administration
 Job security
 Working Conditions
 Pay
Behavior Modification

 A treatment approach focused on changing behavior.

 Evolved from the work of B.F. Skinner, who developed the operant
conditioning theory: a behavior can be modified by consequences
and through reinforcement.
 The major goal of behavior modification is to replace undesirable
behaviors with acceptable ones.
 The belief is how people react to an object or event can be modified
by learning.
 Organization Behavior Modification – is the application in
organizations of the principles of behavior modification.
Behavior Modification

 LAW OF EFFECT – a person tends to repeat behavior that is

accompanied by favorable consequences or reinforcement and tends
not to repeat behavior that is accompanied by unfavorable
consequences.
 Comes from learning theory which suggests that we learn best under pleasant
surroundings.
 Social Learning – employees learn by observing actions of others,
understanding the consequences that others are experiencing and using that
new information to modify their own behavior.
Behavior Modification

 ALTERNATIVE CONSEQUENCES
 Positive Reinforcement – provides a favorable consequence that encourages
repetition of a behavior.
 The use of positive reinforcement lies in how it is implemented. It should be
personalized, timely, specific, high-impact, and spontaneous.
 Shaping – occurs when more frequent or more powerful, reinforcements are
successively given as the employee comes closer to the desired behavior.
 Negative Reinforcement – occurs when behavior is accompanied by removal
of an unfavorable consequence.
Behavior Modification

 ALTERNATIVE CONSEQUENCES
 Punishment – is the administration of an unfavorable consequence that
discourage a certain behavior
- It does not directly encourage any kind of desirable behavior unless the receiver is
aware of the alternative path to follow.
 Extinction – is withholding of significant positive consequences that were
previously provided for a desirable behavior.
- without reinforcement, behavior tends to diminish until the behavior becomes
exticnt.
 Four Alternative Consequence of
Organizational Behavior Modification

Application Punishment Positive

Reinforcement
Manager’s Use

Negative
Withdrawal Extinction
Reinforcement

Negative Positive

Nature of Consequences
Schedules of Reinforcement

 Continuous Reinforcement
– occurs when reinforcement accompanies each correct behavior by an
employee.
Ex. Payment of employees for each acceptable item produced.
 Partial Reinforcement
– occurs when only some correct behaviors are reinforced – either after a certain
time or after a number of correct responses.
Guidelines for Applying Behavior
Modification
 Identify the exact behavior to be modified.
 Make sure the expected behavior is within the employee’s capabilities.
 Determine not only the rewards that employees value but also the magnitude that would
affect their behavior.
 Clarify the connection between desired behavior and rewards.
 Use positive reinforcement whenever possible.
 Use punishment only in unusual circumstances and for specific behaviors.
 Ignore minor undesirable behavior to allow its extinction.
 Use shaping procedures to develop correct complex behavior.
 Minimize the time between the correct behavior and its reinforcement.
 Provide reinforcement frequently, and on some chosen schedule.
Goal Setting

 Goals – targets and objective for future performances.

 Help focus employees’ attention on items of greater importance to the
organization.
 Encourage better planning for the allocation of critical resources ( time,
money, and energy)
 Illustrate the value of persistent effort and stimulate the preparation of action
plans for goal attainment.
 Goal Setting – a motivational process because it creates a discrepancy
between current and expected performance.
 Meeting goals also helps satisfy a person’s achievement drive, contributes to
feelings of competence and self-esteem, and stimulates personal growth needs.
Goal Setting

 Self Efficacy – an internal belief regarding one’s job-related

capabilities and competencies.
 Employees with high self-efficacy tend to set higher personal goals under
the belief that they are attainable.
Elements of Goal Setting

 Goal Acceptance – goals should be understood and accepted.

 Employees should be committed to the goal.
 Allow employees to participate in the goal-setting process.
 Public statement of performance intentions contributes to commitment of
employees to their achievement.
 Specificity – goals should be specific, clear and measurable
 Quantify the goal.
Elements of Goal Setting

 Challenge – hard goals present a challenge that appeals to the

achievement drive within employees.
 Employees work harder and achieve more when goals are difficult than easy.
 Goals must be achievable given the experience and resources.
Elements of Goal Setting

 Performance Monitoring and Feedback

 Performance Monitoring – observing behavior, inspecting output, or studying
performance indicators the goal – Cues employees that their tasks are
important and their effort is needed.
 Performance Feedback – giving information of how well (or bad) an
employee is performing in a task. Without feedback, employees will be
working in the dark and have no idea how successful they are.
Expectancy Model

 Developed by Victor H. Vroom, it states that motivation is a product of

3 factors:
 Valence – how much one wants the reward
 Expectancy - one’s estimate on the probability of an effort to result in
a successful performance
 Instrumentality – one’s estimate that the performance will be
rewarded.

Valence x Expectancy x Instrumentality = Motivation

Impact of Uncertainty on Expectancy Model

 Expectancy model is depends on the employee’s perception on the relationship

between effort, performance and rewards.

 Each scenario has a cause and effect.

 Primary Outcome – result directly from an action.

 Secondary Outcome – result from the primary outcome.

 Outcome uncertainty – when outcomes are controlled by others and the employee
cannot be sure how others will act.
Equity Model

 Developed by J. Stacy Adams, it states that employees tend to judge

fairness by comparing the outcomes (rewards) received with their
relevant inputs (contribution) and also by comparing the ratio with
the ratios of others.

One’s own outcomes = Other’s outcomes

One’s own inputs Other’s inputs
 Equity Model

Job Effort Pay

Education Benefits
Seniority Job Security
Experience Fun at Work
Performance Flexibility
Job Difficulty Social Rewards
Other Inputs Psychological
Rewards
THANK YOU!