Organisational Behaviour

Dr. Richa Das

ACME
Introduction of OB

• OB studies what people

do in an organization and
how that behavior affects
the performance of the
organization.
• Behavior related to
concerns: such as
absenteeism, turnover,
productivity etc.
OB- Definition
• In words of K Aswathappa, “OB is the study of human behaviour
in organisational setting, of the interface between human
behaviour and organisation and of the organisation itself.”
• In words of Stephen P. Robbins, “OB is a field of study that
investigates the impact that individuals, groups and structures
have on behaviour within organisations for the purpose of
applying such knowledge towards improving an organisation’s
effectiveness.”
Nature of OB
• A Separate Field of Study
• A Humanistic and Optimistic Approach: Organizational
Behaviour applies humanistic approach towards people working in
the organization. It, deals with the thinking and feeling of human
beings. O.B. is based on the belief that people have an innate desire
to be independent, creative and productive.
• A Total System Approach: The system approach is one that
integrates all the variables, affecting organizational functioning.
The systems approach has been developed by the behavioural
scientists to analyse human behaviour in view of his/her socio-
psychological framework.
Goals of OB
• Changing the traditional slow organisational practices to
modern technology based fast workplaces.
• ii. Empowering employees through training and development to
improve their productivity and quality of work.
• iii. The existing practices (traditional) cannot make workers to
be dynamic and adopt new practices. The goal of OB is to make
employees to behave rationally through behaviour modeling and
be dynamic and visionaries.
Goals of OB
• One of the OB goals is to design and develop fast work practices
adopting technology to increase speed and efficiency of work. This
leads to increased productivity of both the work force and the
organisation. 
• Today’s workforce comprises of more knowledge workers. Hence
the organisations have to work on emotional aspects of workers
which develops the creativity, innovation and enterprising spirit of
each individual workers leading to better behaviour.
• The most important goal of OB is to induce workers to be ethical
in their operations and in discharging assigned tasks.
Importance of OB
• Creates Sustainable Competitive Advantage:
• Individual Component:
• Group/Team Component:
• Organisational Component:
• Leadership Component:
• External Forces Component
Approaches to OB
1.Human resources approach.
2.Contingency approach.
3.Productivity approach.
4.Systems approach.
Meaning and definition
of attitude
• Attitude is manner, disposition, feeling and
position with regard to a person or thing,
tendency or orientation especially in the
mind.
• According to Gordon Allport, “An attitude is a
mental and neural state of readiness,
organized through experience, exerting a
directive or dynamic influence upon the
individual’s response to all objects and
situations with which it is related.”
• Frank Freeman said, “An attitude is a
dispositional readiness to respond to certain
institutions, persons or objects in a consistent
manner which has been learned and has
become one’s typical mode of response.
Formation of
attitude
• Sensory reaction
• Values
• Operant conditioning
• Classical conditioning
• Exposure
• Self perception
• Cognitive dissonance
• Experience
• Beliefs
• Background
Components of
attitude
Cognitive component

• The cognitive component of attitudes refers to the beliefs, thoughts, and

attributes that we would associate with an object. It is the opinion or belief
segment of an attitude.
• It refers to that part of attitude which is related in general knowledge of a
person.
• Typically these come to light in generalities or stereotypes, such as ‘all
babies are cute’, ‘smoking is harmful to health’ etc.

• The cognitive component is based on the information or knowledge

Affective Component

• Affective component is the emotional or feeling

segment of an attitude.
• It is related to the statement which affects another
person.
• It deals with feelings or emotions that are brought to
the surface about something, such as fear or hate.
• someone might have the attitude that they love all
babies because they are cute or that they hate
smoking because it is harmful to health.
• The affective component is based on the feelings.
Behavioral
Component
• Behavior component of an attitude consists of a person’s
tendencies to behave’in a particular way toward an object.
• It refers to that part of attitude which reflects the intention of a
person in the short-run or long run.
• The behavioral attitude maybe- ‘I cannot wait to kiss the baby’, or
‘we better keep those smokers out of the library, etc.
• The behavioral component reflects how attitude affects the way we
act or behave. It is helpful in understanding their complexity and
the potential relationship between attitudes and behavior.
Relation between behavior and attitude
People are more likely to behave according to their attitudes
under certain conditions:
• When your attitudes are the result of personal experience.
• When you are an expert on the subject.
• When you expect a favorable outcome.
• When the attitudes are repeatedly expressed.
• When you stand to win or lose something due to the issue.
 “Perception may be defined as a process by which individuals organize and
interpret their sensory impressions in order to give meaning to their
environment.”

According to Joseph Reitz, “Perception includes all those processes by which

an individual receives information about his environment—seeing, hearing,
feeling, tasting and smelling. The study of these perpetual processes shows
that their functioning is affected by three classes of variables—the objects or
events being perceived, the environment in which perception occurs and the
individual doing the perceiving.”

Meaning and
definition of In simple words we can say that perception is the act of seeing what is there
Perception to be seen. But what is seen is influenced by the perceiver, the object and its
environment. The meaning of perception emphasises all these three points.
Process of
Perception
Perceptual process are
the different stages of
perception we go
through. The different
stages are −
• Receiving
• Selecting
• Organizing
• Interpreting
Receiving

• Receiving is the first and most important stage

in the process of perception.
• It is the initial stage in which a person collects
all information and receives the information
through the sense organs.
Selecting
Selecting is the second stage in the process. Here a person doesn’t
receive the data randomly but selectively. A person selects some
information out of all in accordance with his interest or needs. The
selection of data is dominated by various external and internal factors.
• External factors − The factors that influence the perception of an
individual externally are intensity, size, contrast, movement,
repetition, familiarity, and novelty.
• Internal factors − The factors that influence the perception of an
individual internally are psychological requirements, learning,
background, experience, self-acceptance, and interest.
Keeping things in order or say in a synchronized way is organizing. In
order to make sense of the data received, it is important to organize
them. We can organize the data by −

Grouping them on the basis of their similarity, proximity, closure,

continuity.

Establishing a figure ground is the basic process in perception. Here

by figure we mean what is kept as main focus and by ground we
mean background stimuli, which are not given attention.

Organizing
Perceptual constancy that is the tendency to stabilize perception so
that contextual changes don’t affect them.
 Finally, we have the process of interpreting
which means forming an idea about a
particular object depending upon the need
or interest.

Interpretation means that the information

we have sensed and organized, is finally
given a meaning by turning it into
something that can be categorized.

Interpreting
It includes stereotyping, halo effect etc.
Factors influencing Perception

Several factors operate to shape and sometimes distort

perception. These factors reside:

In the perceiver

In the object or target being perceived or

In the context of the situation in which the perception is made.

Characteristics of the Perceiver
• Attitudes: Mr. X is interviewing candidates for a very important
position in his organization –a position that requires negotiating
contracts with suppliers, most of whom are male. Mr X may feel that
women are not capable of holding their own in tough negotiations.
This attitude will doubtless affect his perceptions of the female
candidates he interviews.
• Moods: We think differently when we are happy than we do when
we are depressed. In addition, we remember information that is
consistent with our mood state better than information that is
inconsistent with our mood state. When in a positive mood, we form
more positive impression of others. When in a negative mood, we
tend to evaluate others unfavourably
Characteristics of the Perceiver
• Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong
influence on their perceptions. For example, in an organizational context, a boss who
is insecure perceives a subordinate's efforts to do an outstanding job as a threat to his
or her own position
• Self-Concept: An individual with a positive self-concept tends to notice positive
attributes in another person. In contrast, a negative self-concept can lead a perceiver
to pick out negative traits in another person
• Interest: The focus of our attention appears to be influenced by our interests. Because
our individual interests differ considerably, what one person notices in a situation can
differ from what others perceive. For example, the supervisor who has just been
reprimanded by his boss for coming late is more likely to notice his colleagues coming
late tomorrow than he did last week. If you are preoccupied with a personal problem,
you may find it hard to be attentive in class.
Characteristics of the Perceiver
• Cognitive Structure: Cognitive structure, an individual's pattern of thinking, also affects
perception. Some people have a tendency to perceive physical traits, such as height,
weight, and appearance, more readily. Others tend to focus more on central traits, or
personality dispositions. Cognitive complexity allows a person to perceive multiple
characteristics of another person rather than attending to just a few traits.
• Expectations: expectations can distort your perceptions in that you will see what you
expect to see. Specific characteristics are:
• Knowing oneself makes it easier to see others accurately.
• One's own characteristics affect the characteristics one is likely to see inothers.
• People who accept themselves are more likely to be able to see favourable aspects of
other people.
• Accuracy in perceiving others is not a single skill.
 • Physical appearance plays a big role in our
perception of others. Extremely attractive or
unattractive individuals are more likely to be
noticed in a group than ordinary liking
individuals
• Motion,
• sound,
Characteristics of • size
the Target • Shape
• Verbal communication
• Non-verbal communication
• People, objects or events that are similar to each
other also tend to be grouped together. The
greater the similarity, the greater the probability
we will tend to perceive them as a group.
 The situation in which the interaction between the
perceiver and the target takes place has an influence
on the perceiver's impression of the target

Time

Work setting

Characteristics of
the Situation

Social setting
Factors influencing
Perception
Top managers determine their organization’s goals,
what products or services to offer, how best to
finance operations, or where to locate a new
manufacturing plant.

Middle and lower-level managers determine

production schedules, select new employees, and
decide how pay raises are to be allocated. Of course,
making decisions is not the sole province of
managers. Link between
perception and
individual
Non-managerial employees also make decisions that
affect their jobs and the organizations for which they decision-
work. making.
Link between perception and individual
decision-making
• Decision making occurs as a reaction to a problem. That is, there is a discrepancy
between some current state of affairs and some desired state, requiring the
consideration of alternative courses of action.
• The awareness that a problem exists and that a decision needs to be made is a
perceptual issue
• One manager may view her division’s two percent decline in quarterly sales to be a
serious problem requiring immediate action on her part. In contrast, her
counterpart in another division of the same company, who also had a two percent
sales decrease, may consider that percentage quite acceptable
• Every decision requires the interpretation and evaluation of information. Data are
typically received from multiple sources, and they need to be screened, processed,
and interpreted. 
• Throughout the entire decision process, perceptual distortions often surface that
have the potential to bias analysis and conclusions.
Definition of Personality

Personality - A relatively stable set of characteristics that

influences an individual’s behavior. It can be thought of
as sum total of ways in which an individual reacts to and
interacts with others.
Personality
• Sum total of ways in which an individual reacts and interacts with
others.
Personality determinants
• Heredity,
• environmental factors,
• situational factors
Personality traits

• MBTI
• Big five model
Myers-Briggs Type Indicator
• Based on Carl Jung’s work
• People are fundamentally different
• People are fundamentally alike
• People have preference combinations for extraversion/introversion,
perception, judgment
• Briggs & Myers developed the MBTI to understand individual
differences
MBTI Preferences

Preferences Represents

Extraversion Introversion How one

re-energizes
Sensing Intuiting How one gathers
information
Thinking Feeling How one makes
decisions
Judging Perceiving How one orients to the
outer world
MBTI
• Determines how people usually act or feel in particular situations.
Classifications:
• Extroverted (E) or introverted (I)
• Sensing (S) or Intuitive (N)
• Thinking (T) or feeling (F)
• Percieving (P) or Judging (J)

• Combined to form ESTP or INTP

Big five Personality Traits
• Many contemporary personality psychologists believe that there
are five basic dimensions of personality, often referred to as
the "Big 5" personality traits.
• The five broad personality traits described by the theory are
extraversion (also often spelled extroversion), agreeableness,
openness, conscientiousness, and neuroticism.
• The five factors are:
• Openness to experience (inventive/curious vs. consistent/cautious):
• Conscientiousness (efficient/organized vs. easy-going/careless)
• Extraversion (outgoing/energetic vs. solitary/reserved)
• Agreeableness (friendly/compassionate vs. challenging/detached)
• Neuroticism (sensitive/nervous vs. secure/confident)
Openness to experience 
• Openness is a general appreciation for art, emotion, adventure, unusual ideas,
imagination, curiosity, and variety of experience.
• People who are open to experience are intellectually curious, open to emotion, sensitive
to beauty and willing to try new things. They tend to be, when compared to closed
people, more creative and more aware of their feelings. They are also more likely to hold
unconventional beliefs. High openness can be perceived as unpredictability or lack of
focus, and more likely to engage in risky behaviour or drug taking.
• Moreover, individuals with high openness are said to pursue self-actualization specifically
by seeking out intense, euphoric experiences. Conversely, those with low openness seek
to gain fulfillment through perseverance and are characterized as pragmatic and data-
driven—sometimes even perceived to be dogmatic and closed-minded.
• Some disagreement remains about how to interpret and contextualize the openness
factor
Examples
• I have excellent ideas.
• I am quick to understand things.
• I use difficult words.
• I am full of ideas.
• I am not interested in abstractions. (reversed)
• I do not have a good imagination. (reversed)
• I have difficulty understanding abstract ideas
Conscientiousness
• Conscientiousness is a tendency to display self-discipline, act dutifully, and
strive for achievement against measures or outside expectations. It is
related to the way in which people control, regulate, and direct their
impulses.
• High conscientiousness is often perceived as being stubborn and focused.
Low conscientiousness is associated with flexibility and spontaneity, but can
also appear as sloppiness and lack of reliability.
• High scores on conscientiousness indicate a preference for planned rather
than spontaneous behavior.
• The average level of conscientiousness rises among adults and then declines
among as the person gets older.
Examples
• I am always prepared.
• I pay attention to details.
• I get chores done right away.
• I like order.
• I follow a schedule.
• I am exacting in my work.
• I never forget my belongings
• I always end up being helpful to most things
• I often remember where I last put my things
• I give attention to my duties
Extraversion
• Extraversion is characterized by breadth of activities (as opposed to depth), surgency from external
activity/situations, and energy creation from external means.
• The trait is marked by pronounced engagement with the external world. Extraverts enjoy interacting
with people, and are often perceived as full of energy. They tend to be enthusiastic, action-oriented
individuals. They possess high group visibility, like to talk, and assert themselves.
• Extraverted people may appear more dominant in social settings, as opposed to introverted people
in this setting.
• Introverts have lower social engagement and energy levels than extraverts. They tend to seem quiet,
low-key, deliberate, and less involved in the social world. Their lack of social involvement should not
be interpreted as shyness or depression; instead they are more independent of their social world
than extraverts. Introverts need less stimulation, and more time alone than extraverts.
• This does not mean that they are unfriendly or antisocial; rather, they are reserved in social
situations
• Generally, people are a combination of extraversion and introversion, with personality psychologist
Eysenck suggesting that these traits are connected somehow to our central nervous system
Examples
•  am the life of the party.
• I don't mind being the center of attention.
• I feel comfortable around people.
• I start conversations.
• I talk to a lot of different people at parties.
• I don't talk a lot. (reversed)
• I think a lot before I speak or act. (reversed)
• I don't like to draw attention to myself. (reversed)
• I am quiet around strangers. (reversed)
• I have no intention of talking in large crowds. (reversed)
Agreeableness
• The agreeableness trait reflects individual differences in general concern for social
harmony. Agreeable individuals value getting along with others. They are generally
considerate, kind, generous, trusting and trustworthy, helpful, and willing to
compromise their interests with others.
• Agreeable people also have an optimistic view of human nature.
• Disagreeable individuals place self-interest above getting along with others. They are
generally unconcerned with others' well-being, and are less likely to extend
themselves for other people.
• Sometimes their skepticism about others' motives causes them to be suspicious,
unfriendly, and uncooperative.
•  Low agreeableness personalities are often competitive or challenging people, which
can be seen as argumentative or untrustworthy.[
Examples
• I am interested in people.
• I sympathize with others' feelings.
• I have a soft heart.
• I take time out for others.
• I feel others' emotions.
• I make people feel at ease.
• I am not really interested in others. (reversed)
• I insult people. (reversed)
• I am not interested in other people's problems. (reversed)
• I feel little concern for others. (reversed)
Neuroticism
• Neuroticism is the tendency to experience negative emotions, such as anger, anxiety, or
depression. It is sometimes called emotional instability, or is reversed and referred to as
emotional stability.
• According to Eysenck's (1967) theory of personality, neuroticism is interlinked with low
tolerance for stress or aversive stimuli. Neuroticism is a classic temperament trait that has
been studied in temperament research for decades, before it was adapted by the FFM. 
• Those who score high in neuroticism are emotionally reactive and vulnerable to stress,
also tending to be flippant in the way they express emotion. They are more likely to
interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult.
• Their negative emotional reactions tend to persist for unusually long periods of time,
which means they are often in a bad mood. For instance, neuroticism is connected to a
pessimistic approach toward work, confidence that work impedes personal relationships,
and apparent anxiety linked with work. Furthermore, those who score high on
neuroticism may display more skin-conductance reactivity than those who score low on
neuroticism
Examples
• I get irritated easily.
• I get stressed out easily.
• I get upset easily.
• I have frequent mood swings.
• I worry about things.
• I am much more anxious than most people.[53]
• I am relaxed most of the time. (reversed)
• I seldom feel blue. (reversed)
Personality attributes influencing ob
• 1. Authoritarianism: “This concept refers to a belief that there should
be status and power differences among people in organisations.”
• Authoritarians tend to place high moral value on their beliefs and are
strongly oriented towards conformity of rules and regulations. They
naturally prefer stable and structured work environments which are
governed by clean rules and procedures. they believe obedience and
respect for authority and blind acceptance of authority.
2. Bureaucratic Personality

• The personality of a bureaucratic person is based upon respect for organisational

rules and regulations.
• He is different from an authoritarian person in respect that his acceptance of
authority is not total and blind. A person who is bureaucratic in nature values
subordination, conformity to rules, impersonal and formal relationships.
• These people become better supervisors when the type of work is routine,
repetitive and proceduralised because these people are not innovative, they do
not like taking risks and feel more at ease in following established directions.
3. Machiavellianism
• This personality trait of Machiavellianism also known as Mach is named after Niccolo
Machiavelli, who wrote in the 16th century on how to gain and use power.
• The characteristics of high MACH employers are as follows:
• (i) A Mach man is pragmatic, maintains emotional distance and believes that ends can justify
means.
• (ii) A high Mach man manipulates more, wins more, are persuaded less and persuade others
more than the low machs.
• (iii) High Mach people flourish when they interact face to face with others rather than indirectly.
• (iv) These people are successful when the situation has a minimum number of rules and
regulations.
• (v) High Mach man has high self confidence and high self esteem. They are cool and calculating
and have no hesitation using others or taking advantage of others in order to serve their own
goals.
4. Introversion and Extroversion
• These two terms are generally associated with the interpersonal behavior of an
individual and his sociability.
• Extroverts are gregarious and sociable individuals while introverts are shy, quiet
and retiring.
• It has been observed that introverts and extroverts people have different career
orientations and require different organizational environment to maximize
performance.
• Extroverts are more suitable for positions that require considerable interaction
with others that is why managerial positions are dominated by extroverts.
5. Problem Solving Style

• Individuals have their own style of solving their problems and making their
decisions and this style of their affects their personality in certain ways.
• There are four problem solving styles based upon Don Hellriegll, John W.
Slocum and Richard W. Woodman “organisational behaviour”.
• (i) Sensation Feeling Style:
• The people who have the sensation feeling style are dependable, friendly,
social and they approach facts with human concerns. These people are
pragmatic, methodical and like jobs which involve human contract and
public relations. Some suitable areas of jobs for these people are teaching,
customer relations, social workers and marketing.
Problem Solving Style
• (ii) Sensation Thinking Style:
• People with sensation thinking style are practical, logical, decisive and sensitive to
details. These people prefer bureaucratic type organisations. They are not highly
suitable for jobs requiring interpersonal relations. But these people are more
skilled in technical jobs e.g. production, accounting, engineering and computers.
Problem Solving Style
• (iii) Intuition Feeling style:
• The persons with intuition feeling style are enthusiastic, people oriented,
charismatic and helpful. The professions which are suited to this style are public
relations, advertising, politics and personnel.
Problem Solving Style
• (iv) Intuition Thinking Style:
• These people are very creative, energetic, ingenious and like jobs which are
challenging in terms of design and analysis such as system design, law, research
and development, top management and so on.
6. Achievement Orientation
• Achievement orientation or a high need to achieve is a personality trait which varies among
different types of people and can be used to predict certain behaviour.
• The people with very high achievement orientation strive to do things in a better way. They
want to feel that their success or failure is due to their own actions.
• These people do not like to perform easy tasks where there is no challenge or tasks with very
high amount of risk as the failure rate is more.
• These people like to do the acts with moderate difficulties, so that they can have a sense of
achievement also and on the other hand the failure rate is also not very high. Or in other
words, achievers will like to do the jobs where the outcome is directly attributed to their
efforts and chances of success are so-so.
• The high achievers will do better in sports, management and sales where there is moderate
difficulty, rapid performance feedback and direct relationship between effort and reward.
7. Locus of Control
• Locus of control refers to an individual’s belief that events are either within one’s
control (Internal Locus of Control) or are determined by forces beyond one’s
control.
• Some people believe that they are the masters of their own fate. Other people
see themselves as pawns of fate, believing that whatever happens to them in
their lives is due to their luck or fate.
• The first type is labeled as internals and the latter has been called externals. A
PERSON’S PERCEPTION OF THE SOURCE OF HIS OR HER FATE IS TERMED LOCUS
OF CONTROL
Locus of Control
• Internal Locus of Control: (i) A person with a strong internal locus of control has more control
over his own behavior. He believes that he controls events concerning his own life and his
internal traits determine what happens in a given situation. He believes that he is the master of
his own destiny.
• (ii) These people are more active in seeking more information to make decisions. They are better
at retaining the information and are less satisfied with the amount of information they possess.
• (iii) Internals are more active socially.
• (iv) Internals prefer skill achievement outcomes.
• (v) Internals are more likely to use personally persuasive rewards and power bases and less likely
to use coercion.
• (vi) These people are more independent and less susceptible to influence of others.
• (vii) The internals prefer participative management.
Locus of Control
• (i) People who rate high in externality are less satisfied with their jobs, have higher
absenteeism rates, are more alienated from the work setting and are less involved on jobs
than are internals. They generally prefer directive management.
• (ii) Unlike the internals, these people prefer chance oriented awards.
• (iii) A person with a strong ‘external locus of control’ feels that outside forces are affecting
the events in his life and he is at the mercy of destiny, chance or other people. He believes
that everything will happen by the will of God and nothing or nobody can stop it.
• (iv) Unlike, the internals, the externals are more interested in job security and not in
advancement of careers.
• (v) Whereas the internals prefer intrinsic rewards e.g. feeling of and he is at the mercy of
achievement, externals are more interested in extrinsic awards, destiny, chance or other
people.
8. Self Esteem
• Self Esteem refers to the feeling of like or dislike for oneself.” “Self Esteem is the degree of
respect a person has for himself.”
• (i) Self esteem is directly related to the expectations for success. High self esteem people
believe that they possess the ability they need to succeed at work.
• (ii) Individuals with high self esteem will take more risks in job selection. They are more likely
to choose unconventional jobs than people with low self esteem.
• (iii) People with low self esteem are more susceptible to external influence than are those
with high self esteems. Low esteems are dependent on the receipt of positive evaluations
from others. As a result they are more likely to seek approval from others and more prone to
conform to the beliefs and behaviours of those they respect than are the high esteem.
• (iv) In managerial positions, the low esteems tend to be concerned with pleasing others and,
therefore, less likely to take unpopular stands than are high esteems.
9. Self Monitoring
• Self monitoring is a personality trait that measures an individual’s ability to adjust his or her
behaviour to external situational factors
• (i) As self monitoring refers to the individual’s ability to adjust his or her behaviour to external
factors, individuals with high self monitoring can show considerable adaptability in adjusting
their behaviour to external, situational factors.
• (ii) High self monitors can behave differently in different situations. They are capable of
presenting striking contradictions between their public, personal and private selves. Low self
monitors cannot deviate their behaviour. They tend to display their true dispositions and
attitudes in every situation; hence, there is high behavioural consistency between who they
are and what they do.
• (iii) The high self monitors tend to pay closer attention to the behaviour of others and are
more capable of conforming than are low self monitors.
10. Risk Taking
• The propensity of people to assume risks or avoid risks varies from person to
person depending upon the willingness of the people to take chances.
• This human trait will affect the decision making capability of a manager.
• This individual personality trait will determine how long will it take a person to
take a decision or how much information will be needed before he takes a
decision.
• Some people are very conscious in nature, while the others are impulsive.
• An impulsive person is a high risk taking manager; he will make rapid decisions
and use less information in making their choices than a very conscious and low
risk taking manager. But the research shows that the decision accuracy is
generally the same in both the groups.
11. ‘Type A’ and ‘Type B’ Personality
• People who are impatient, aggressive and highly competitive are
termed as ‘Type A’ personality.
• But those who are easy going, laid back and non-competitive are
termed as ‘Type B’ personality.
• Type ‘A’ people tend to be very productive as they work very hard.
Their negative side is that they are very impatient, good team players,
more irritable and have poor judgment.
• Type ‘B’ people do better on complex tasks involving judgment and
accuracy rather than speed and hard work.
Meaning and definition of motivation
• Motivation is a state of mind, desire, energy, or interest that translates into
action.
• Motivation actually describes the level of desire employees feel to
perform, regardless of the level of happiness
• ‘Motivation’ is the process of inspiring people in order to intensify their
desire and willingness for executing their duties effectively and for co-
operating to achieve the common objectives of an enterprise.
• In other words, it means to induce, instigate, incite or prompt someone to
a particular course of action for getting the results expected from him.
Concept of
Motivation

It depends on three most

important elements:
• Intensity: How hard a
person is trying
• Direction: Right
direction to work
• Persistence: How long
a person can maintain
efforts
 Adequate Financial Congenial Work Provision for
Incentive Environment Promotion

Factors of Non-monetary
Facilities
Retirement
Benefits
Security of Job

or Aids to
Motivation Goodwill and
Possibility of
Development of
Recognition of
Good Work
Unity among the
Employees
the Enterprise

Good Behaviour of
the Higher Level
Authority
Theories of
motivation
• Early Theories of Motivation:
• Maslow’s need hierarchy theory
• Douglas Mc Gregor’s Theory X and Theory Y
• Fredrick Herzberg’s Two factor theory

• Contemporary theories of Moticvation:

• McClelland’s Theory of Needs
• Cognitive Evaluation Theory
• Goal Setting Theory
• Self-Efficacy Theory
• Equity Theory
• Expectancy Theory
Application of motivational theories
• Employee recognition program
• Employee involvement program
• Variable pay program
• Skill based pay program
• Management by Objectives
• Special issues in motivation: Motivating professionals, diversified workforce,
low skilled service workers, people doing highly repetitive tasks