Chapter

Six
MOTIVATION IN ORGANIZATIONS

1
 MOTIVATION Equilibrium
Energizes Behavior
Drives
Compulsions
Deprivation/ Satisfaction Need
Directs Behavior
Disequilibrium
Goals
Organization of Effort
Reaching Equilibrium Drive

Sustains Behavior
Maintaining motivation
Persistance
Ability to change course
Importance of Feedback
 MOTIVATION: ITS BASIC
COMPONENTS
Arousal Direction Maintenance Goal

t
Persis

e nt w o rk
Desire to Comp
li m Good
make a good Work extra hard Persist impression
impression Do spe made
cial fav
ors
Persis
t

3
 NEED THEORIES: A
COMPARISON
Growth needs

5. Self-actualization needs
• Growth needs
4. Esteem needs
Deficiency Needs

3. Social needs • Relatedness needs

2. Safety needs
• Existence needs

1. Physiological needs

Maslow’s need hierarchy theory Alderfer’s ERG theory

4
 ERG THEORY
(ALDEFER)
Relatedness Needs

Existence Needs Growth Needs

Satisfaction/Progression
Frustration/Regression
Satisfaction/Strengthening
GOAL SETTING
APPLICATIONS
Management by Objectives (MBO)
 Performance review procedure by which employees and
managers jointly make goals for next review period. They
also work out the details for reaching those goals.
Performance is regularly monitored.
Organizational Behavioral Management (OBM)
(remember learning theory?)
 Application of goal setting (or other behavioral science
technology) to change the behavior of large units within the
organization
 Logging example
 Distributive Justice:
Perceptions of how fairly
rewards are distributed
THEORY 1: EXCHANGE THEORY

If Inputs = Outputs Satisfaction

Effort, Rewards O
Motivation, Bonus =1
Performance, Promotions I
Skills, Pay Raise
Expertise Recognition
THEORY 2: EQUITY THEORY --
COMPARE I/O RATIOS TO
OTHERS
Self Other

Outcome Outcome
= Satisfaction
Input Input
 EXAMPLES OF EQUITY
1. 2.
Self Other Self Other

4 4 4 8

4 4 4 8

3. Self Other 4. 5.
Self Other Self Other

4 4 4 8 2 4

2 2 2 4 4 8
EXAMPLES OF INEQUITY
1. Underpayment = Self O/I < Other O/I
Example
Self Other
4 8

4 4

2. Overpayment = Self O/I > Other O/I

Example
Self Other
4 2

4 4
 POSSIBLE REACTIONS TO INEQUITY:
A SUMMARY

TYPE OF REACTION
Behavioral Psychological
Type of Inequity (what you can do is...) (what you can think is...)
Overpayment Raise your inputs (e.g., work Convince yourself that your
inequity harder), or lower your outcomes outcomes are deserved
(e.g. work through a paid based on your inputs (e.g.,
vacation) rationalize that you work
harder than others and so
you deserve more pay)
Underpayment Lower your inputs (e.g., reduce Convince yourself that oth-
inequity effort), or raise your outcomes ers’ inputs are really higher
e.g., get a raise in pay) than your own (e.g., ration-
alize that the comparison
worker is really more quali-
fied and so deserves
higher outcomes)
14
 EMPLOYEE THEFT: A REACTION TO
UNDERPAYMENT
Employees of the factories in which there was a pay cut
Employees of the factories in which there was no pay cut
9
percentage of unaccounted for loss of property

Employee theft was

8 greatest in factories
whose employees
7 experienced a cut
in their pay.
6
Theft rates were Theft rates were
Theft Rate

5 identical before identical after pay

pay was cut in was restored to
4 one of them. normal levels.

0
Before During After
Pay Cut Pay Cut Pay Cut 15
APPLICATION OF
EXPECTANCY THEORY
Clarify expectancies between effort and performance and follow through
with rewards.
 Pay for performance
 Stock option plans and other incentive programs

Provide valued rewards

 Cafeteria-style benefits
MOTIVATING JOBS
THROUGH JOB REDESIGN
• Scientifically managed jobs: boring,
repetitive, few skills utilized
• Job Enlargement: add more tasks of similar
skill level to the job Horizontal Loading
• Job Enrichment: add more responsibility
and autonomy to the job Vertical Loading
 JOB ENLARGEMENT AND JOB ENRICHMENT: A
COMPARISON
(high)
Enlarged Job

Level of Responsibility
(vertical job loading)
Job enlargement adds more tasks
at the same level of responsibility.

(high)
Task Task Task Task
Level of Responsibility

1 2 3 4
(vertical job loading)

Standard Job (low)

(low) Number of Tasks (high)
(horizontal job loading)
(high)
Task Task
Level of Responsibility
(vertical job loading) Enhanced Job
1 2 Job enrichment adds
(low)
more responsibility
to the same number
(low) Number of Tasks (high) Task Task
of tasks.
(horizontal job loading) 1 2

(low)
(low) Number of Tasks (high)
(horizontal job loading)
18