PROFESSIONAL ELECTIVE 1

HUMAN BEHAVIOR IN
ORGANIZATION

MEMBERS
• Kristel May Abat • Altheia Ihra Abellera • Anrielyn Joyce Dayrit • Michaella Jean De Leon
 LEARNING
OUTCOME:
• Define motivation
• Enumerate and discuss the key elements of Motivation
• Identify and discuss the different Theories of Motivation and
Motivational Programs
 CAPACITY TO PERFORM
    - relates to the degree to which the
employee possesses skills, abilities,
knowledge and experiences relevant to his
job.

OPPORTUNITY TO PERFORM
   - it will depend on the work JOB
environment provided to the PERFORMANCE
employee.

WILINGNESS TO PERFORM
  - relates to the degree in which an
employee desires and is willing to exert
effort to achieve the goals assigned to him.
- Also alternately called motivation.
 Motivation
Motivation
• It may be defined as the process of activating behavior, sustaining it, and
directing it toward a particular goal. O

In the workplace, it may be more specifically defined as the set of internal and
external forces that cause a worker or employee to choose a course of action
engage in a certain behavior.
n
 THE PROCESS OF WORK MOTIVATION

INTERNAL EXTERNAL
WORKER FORCE
FORCE

COURSE CERTAIN
OF ACTION BEHAVIOR

ORGANIZATIONAL
CHART
 KeyElements
Key ElementsofofMotivation
Motivation

• INTENSITY • DIRECTION • PERSISTENCE

INTENSITY
- it refers to the level of effort provided by the employee in the attempt to
achieve the goal assigned to him.

DIRECTION
- relates to what an individual chooses to do when he is confronted with a
number of possible choices.

PERSISTENCE
- a dimension of motivation which measures how long a person can maintain
effort to achieve the organization’s goals.
 Theoriesof
Theories of
Motivation
Motivation
CONTENT THEORIES PROCESS THEORIES

Focus on analyzing the Explain how people act in

wants and needs of an response to the wants and
individual needs that they have
 HIERARCHY OF NEEDS
THEORY
ERG THEORY
CONTENT
ACQUIRED NEEDS
THEORIES THEORY
TWO-FACTOR
THEORY

MOTIVATIONAL
THEORIES

EXPECTANCY
THEORY

EQUITY THEORY
PROCESS
THEORIES GOAL SETTING
THEORY
CONTENT THEORIES

HierarchyofofNeeds
Hierarchy Needs Theory
TheoryofofAbraham
AbrahamMaslow
Maslow

• Abraham Maslow forwarded the idea that human beings

possess a hierarchy of five needs (physiological, safety,
social, esteem, and self-actualization) such that as each
need is substantially satisfied, the next becomes dominant
A brief description of the needs is provided as follows:

Self-
Act drive to become what one is capable of becoming, which includes
uali growth, achieving one’s potential, and self-fulfillment
zati
on
internal esteem factors such as self-respect, autonomy,
Esteem Needs and achievement, and external esteem factors such as status,
recognition, and attention

affection, belongingness, acceptance, and

Social Needs
friendship

security and protection from physical and

Safety Needs
emotional harm

hunger, thirst, shelter, sex, and other

Physiological needs
bodily needs
 CONTENT THEORIES

ERGTheory
ERG TheoryofofClayton
ClaytonAlderfer
Alderfer
• The ERG theory is a need hierarchy of theory of motivation that was developed by Clayton
Alderfer. He believed that in motivating people, we are confronted by three
• sets of needs: existence (E), relatedness (R), and growth (G).

1. EXISTENCE – this refers to needs satisfied by such factors as food, air, water, pay, and working
conditions;

2. RELATEDNESS – this refers to the needs satisfied by meaningful social and interpersonal
relationships; and

3. GROWTH – this refers to the needs satisfied by an individual making creative or productive
contributions.
 •Alderfer, like Maslow, also believed that individuals progress up the
hierarchy of needs as a result of the satisfaction of lower order needs. But
he maintained, however, that if a higher order need cannot be satisfied, a
lower order need becomes dominant as a motivating factor. For example, if
growth cannot be attained, the individual will regress to relatedness as a
motivator.

•Alderfer also thought that, unlike Maslow, more than one need may be
activated at the same time.
CONTENT THEORIES

AcquiredNeeds
Acquired NeedsTheory
TheoryofofDavid
DavidL.
L.McClelland
McClelland
• Acquired needs theory was developed as a result of a research made by David McClelland
and his associates. They found out that managers are motivated by three fundamental needs which
may be briefly described as follows:
1. NEED FOR ACHIEVEMENT – this refers to the desire to do something better or more efficiently,
to solve problems, or to master complex tasks;

2. NEED FOR AFFILIATION – which refers to the desire to establish and maintain friendly and
warm relations with others; and

3. NEED FOR POWER – which refers to the desire to control others, to influence their behavior, or
to be responsible for others.
 •McClelland believed that the foregoing needs are acquired over time as
a result of life experiences.

His research findings consist of the following:

1. People who have high achievement needs have the drive to advance and
to overcome challenging situations such as those faced by entrepreneurs
in introducing innovative new business;

2. An affiliation motivated person prefers to work with friends;

3. The need for power drives successful managers.

CONTENT THEORIES

Two-FactorTheory
Two-Factor TheoryofofFrederick
FrederickHerzberg
Herzberg
•Frederick Herzberg developed his two-factor theory that identifies job context as a source of job
dissatisfaction and job content as the source of job satisfaction.
The job context or work setting relates more to the environment in which people work. The factors associated
with job context are called hygiene factors which include the following:

1. organizational policies 5. relationship with peers

2. quality of supervision 6. relationship with subordinates
3. working conditions 7. status
4. base wage or salary 8. security

• According to the two-factor theory, improving any of the hygiene factors will not make people satisfied with
their work; it will only prevent them from being dissatisfied.
 •The job content relates more to what people actually do in their work.
Those that are related to job content are called motivator factors and they
consist of the following:
1. achievement 4. responsibility
2. recognition 5. advancement
3. work itself 6. growth

•According to the two-factor theory, when the foregoing factors are not
present, there is low job satisfaction among workers and there is lack of
motivation to perform.
PROCESS THEORY

Expectancy Theory of Victor Vroom

• This theory sees people as choosing a course of action according
to what they anticipate will give them the greatest reward

According to Vroom, Motivation is a product of the following factors:

• EXPECTANCY- one’s estimate of the probability that effort will result in successful performance

• INSTRUMENTALITY- one’s estimate that performance will result in receiving the reward

• VALENCE- how much one wants a reward

 MOTIVATIONAL FORCE FORMULA

EFFORT PERFORMANCE REWARD

Motivation = EXPECTANCY  
𝒙 INSTRUMENTALITY  
𝒙 VALENCE

Will my effort lead to Will performance lead to Do I find the outcomes

high performance? great outcome? desirable?

NOTE: Expectancy Theory predicts that motivation will be high if all the three factors are
high. The lower the rate of any of the factors, the lower the motivation becomes
PROCESS THEORY

EquityTheory
Equity TheoryofofJohn
JohnStacey
StaceyAdams
Adams

• The balance between the effort of an employee puts in their work (input), and
the result they get in return (output).

• John Stacey Adams is convinced that employees lose motivation when they
think or feel that their inputs is greater that the output.

• Inequity exists when inputs and outputs are not balanced. This will lead to the
experience of tension which will motivate a person to resolves the inequity.
 Inequity exists when inputs and outputs are not balanced. This will lead to the
experience of tension which will motivate a person to resolves the inequity.

TYPES OF INEQUITY
TYPES OF INEQUITY

OVER REWARDED UNDER REWARDED

Over rewarded employees will think that there is
an imbalance in their relationship with their
employer. They will seek to restore the balance
through:
• Working harder
• Convince other employee to ask for more
rewards
• Might discount the value of rewards
• Choose someone else for comparison
When employees feel under rewarded, they will
seek the feelings of inequity through:
• Lowering the quality or quantity of their
productivity
• Bargain for more rewards
• Choose someone else for comparison
• Might quit
PROCESS THEORY

GoalSetting
Goal SettingTheory
TheoryofofEdwin
EdwinA.
A.Locke
Locke

• Based on research showing that with the right goals, you can
increase both productivity and motivation.

• Defined as the theory that specific and difficult goals, with

feedback lead to higher performance
 55CHARACTERISTICS
CHARACTERISTICSOF
OFGOAL
GOAL

1. CLARITY - specific goals leads To higher performance that generalized goals.

2. CHALLENGE- performance increases in direct proportion to goals difficulty

3. COMMITMENT- for goals to improve performance, they must be accepted by the workers

4. EVALUATION- goals are more effective when they are used to evaluate performance

5. FEEDBACK- goals should be linked to feedback.

MotivationalMethods
Motivational Methods&&Programs
Programs

o Motivation Through o Organizational Behavior

Job Design Modification

o Motivation Through o Motivation Through

Financial Incentives Recognition & Pride
 MotivationThrough
Motivation Through Job
JobDesign
Design

• Job design maybe defined as a management activity that allows

the employers to make a employees job challenging so that the
worker who is responsible for it will enjoy while doing it.
CONCEPTS IN DESIGNING JOBS

job
job enrichment characteristics job crafting
model
JOB ENRICHMENT

• Refers to the practice of building motivating factors into job content like;
a. responsibility
b. achievement
c. recognition

• It also provides the worker in more exciting job and increases his job
satisfaction and motivation.
 7. DIRECT
1. DIRECT 4. CONTROL OVER
COMMUNICATION
FEEDBACK METHOD
AUTHORITY

2. CLIENT 5. CONTROL OVER 8. UNIQUE

RELATIONSHIP SCHEDULING EXPERIENCE

6. CONTROL OVER 9. PERSONAL

3. NEW LEARNING
RESOURCES ACCOUNTABILITY

JOB ENRICHMENT CHARACTERISTICS

 4. HAS CONTROL 7. JOB PROVIDES
OVER WHICH THE OPPORTUNITY
1. IMMEDIATE TO COMMUNICATAE
EVALUATION METHOD TO USE TO
ACCOMPLISH A DIRECTLY TO
TASK PEOPLE WHO USE
THEIR OUTPUT

2. GIVEN A 5. HAS THE

8. THE JOB HAS
CHANCE TO SERVE ABILITY TO
UNIQUE QUALITIES
AN EXTERNAL OR SCHEDULE HIS
OR FEATURES
INTERNAL CLIENT WORK

9. EMPLOYEE IS
3. ACQUIRE NEW 6. HAS THE
RESPONSIBLE FOR
KNOWLEDGE WHILE CONTROL OVER
THE RESULT OF
WORKING RESOURCES
HIS OR HER JOB

JOB ENRICHMENT CHARACTERISTICS

JOB CHARACTERISTIC MODEL

• Method of job design that focuses on the task and interpersonal

demands of a job.

• Emphasizes the interaction between the individual and the specific

attributes of the job.
1. SKILL VARIETY there are many skills to perform

2. TASK IDENTITY one worker is able to do or complete a job with tangible

possible outcome

3. TASK
SIGNIFICANCE the job has a substantial impact on the lives or work of other people

a job gives the employee substantial freedom, independence, and

4. AUTONOMY discretion in scheduling the work and determining the procedures used in
carrying it out

5. FEEDBACK a job provides direct information about performance

CORE JOB CHARACTERISTICS

JOB CRAFTING

• Refers to the physical and mental changes workers make in

the task or relationship aspect of their jobs.

• Common types of job crafting are:

a. Changing in number and type of job tasks
b. changing the interaction with others on the job
c. changing one’s view of the job
 OrganizationalBehavior
Organizational BehaviorModification
Modification
• The application of reinforcement theory in motivating people at work

• It is also called OB Mod.

REINFORCEMENT THEORY
• Defined as the contention that behavior is determined by
its consequences

“favorable consequences = repeat.

Unfavorable consequences = never again”
 PROBLEM-SOLVING MODEL

1. IDENTIFYING
5. EVALUATING
CRITICAL
PERFORMANCE
BEHAVIORS

3. IDENTIFYING
BEHAVIORAL
CONSEQUENCES
4. DEVELOPING AND
2. DEVELOPING IMPLEMENTING AN
BASELINE DATA INTERVENTION
STRATEGY
 1. IMPROVEMENT OF EMPLOYEE PRODUCTIVITY

2. REDUCTION OF ERRORS, ABSENTEEISM, TARDINESS, AND

ACCIDENT RATES

3. IMPROVEMENT OF FRIENDLINESS TOWARD CUSTOMERS

BENEFITS OF OB MOD.
MotivationThrough
Motivation ThroughRecognition
Recognitionand
andPride
Pride

• RECOGNITION is a natural human need and it is a

strong motivator.

STEPS IN MOTIVATION

2. Recognize the behavior

1. Identify a meritorious with an oral, written, or written,
behavior or material reward
 POINTS TO BE CONSIDERED

5. EVALUATION OF
THE
EFFECTIVENESS OF
1. FEEDBACK THE REWARD AND
RECOGNITION
PROGRAMS
3. REWARD AND
RECOGNITION
PROGRAMS

4. IDENTIFICATION OF THE
2. PRAISE TYPE OR REWARD AND
RECOGNITION

UNDERSTANDING AND IMPLEMENTATION OR REWARD

AND RECOGNITION PROGRAMS
MotivationThrough
Motivation ThroughFinancial
FinancialIncentives
Incentives

Financial incentives takes the form or any or a combination of

the following:

a. time rates
b. payment by results
c. performance and profit related pay
d. skill/competency based pay
e. criteria or flexible benefits system
TIME RATES

- Uses number of hours worked as a means determining rewards.

It may be classified as hourly rate or weekly wage, or monthly

ADVANTAGE OF TIME RATE

1. OPEN TO INSPECTION EQUITABLE

2. ENCOURAGES THE RETENTION OF HUMAN RESOURCES

3. RELATIVELY EASY YTO ADMINISTER AND ALLOWS LABOR COST TO

BE PREDICTED

4. DOES NOT EMPHASIZE QUANTITY OF OUTPUT TO THE DETRIMENT

OF QUALITY
 PAYMENT BY RESULTS

• this scheme links pay to the quantity of the

individual’s output.

ADVANTAGE OF PAYMENT BY DISADVANTAGE OF PAYMENT

RESULT BY RESULT

1. Employee is motivated to put in extra 1. outputs in certain jobs cannot be

effort easily measured

2. There is fairness 2. Safety standards may be

compromised
3. Likely to be cost advantages 3. Workers may view payment by
results as a device to obtain greater
effort
PERFORMANCE RELATED PAY
• considers results or output plus actual behavior in the job.
ADVANTAGE OF PERFORMANCE RELATED PAY

1. Increases employees beliefs that 2. Those that perform better 3. It is comparatively objective and
reward will follow high performance are rewarded more verifiable

DI SADVANTAGE OF PERFORMANCE RELATED PAY

1. Cost rises along with 2. The system is 3. Employees with declining 4. The union may resist the
the rewards complex energy may experience a incentive idea
decrease in total pay

5. There is a delay in 6. The system is rigid 7. It is difficult to motivate higher

the payment of performance across a broad
incentives range of employees.
 PROFIT RELATED PAY
• an organization wide scheme where pay is linked to company profit.

• profit related pay takes the form of direct cash, outlay, or allocation of stock
options.

STOCK OPTION

• is a financial incentive the gives employees the right to

purchase a certain number of company shares
 ADVANTAGE OF PROFIT RELATED PAY
2. There is a breaking down or
1. Employees identify more 3. Cooperation and working together
removal of the communication
closely with the success of the barrier between management and for mutual benefit is encouraged
organization employees

4. Leads to a greater 5. When profits fall, the decline

6. Group pressure could raise the
awareness of costs and their in pay is a preferable alternative
performance levels of poor performers.
impact on performance to laying off employees

DISADVANTAGE OF PROFIT RELATED PAY

1. Profits are not directly related to 3. Since profit are

2. Employees must wait for
an employee’s effort on the job, unpredictable, total worker
their reward, and the delay
and this is a negative factor on income may vary from year to
diminishes its impact
motivation year.
SKILL BASED PAY

• also known as competency based knowledge based

pay

• this is a pay plan that sets pay levels on the basis of

how many skills employees have or how many jobs
they can do
 ADVANTAGE OF SKILL BASED PAY

1. Provides strong motivation for employees to develop their work-related skill

2. It reinforces an employee’s sense of self-esteem

3. Provides the organization with a highly flexible workforce that can fill in when someone
is absent

DISADVANTAGE OF SKILL BASED PAY

2. Employee training
3. Not all employees 4. Some employees
must be made
1. The average hourly like skill based pay will qualify
especially in time
pay rate will be because it places themselves for skill
spent coaching by
greater than normal pressure on them to areas that they will
supervisors and
move the skill ladder unlikely use
peers
CAFETERIA OR FLEXIBLE BENEFIT SYSTEM

• allows each employee to put together a benefit

package individually tailored to his or her own
needs and situation.
 ADVANTAGES OF CAFETERIA OR FLEXIBLE BENEFIT SYSTEM

1. Enables 2. Deciding among the 3. Flexible benefit plans

can lower compensation 4. Employers and
employees to various options makes employees can save
choose options employees more aware costs because employers
no longer have to pay for on taxes
that best fit their of the benefits their
own needs employers provide unwanted benefits

DISADVANTAGE OF PROFIT RELATED PAY

1. Creates an administrative burden

2. Can lead to the increased insurance premiums

End of Presentation