Motivation

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Unit9
Structure
9.1 Introduction Objectives 9.2 EarlyTheoriesofMotivation SelfAssessmentQuestions1 9.3ContemporaryTheoriesofMotivation SelfAssessmentQuestions2 9.4Motivatingemployeesinorganizations SelfAssessmentQuestions3 9.5 Motivationaltools SelfAssessmentQuestions4 9.6 SpecialIssuesinMotivation SelfAssessmentQuestions5 9.7 Summary TerminalQuestions AnswertoSAQsandTQs 9.1 Introduction

Motivation

Manypeopleincorrectlyviewmotivationasapersonaltraitthatis,somehaveitandothersdonot. Motivation is the result of the interaction of the individual and the situation. Motivation is the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal (Robbins, 2003). Intensity is concerned with how hard a person tries. This is the elementmostofusfocusonwhenwetalkaboutmotivation.Directionistheorientationthatbenefits the organization. And Persistence is a measure of how long a person can maintain his/her effort. Motivatedindividualsstaywithatasklongenoughtoachievetheirgoal.

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Learningobjectives: Thelearningobjectivesofthisunitareasfollows: 1. TheoriesofMotivation 2. SpecialIssuesinMotivation 9.2:EarlyTheoriesOfMotivation

In the 1950s three specifictheories wereformulated andarethe best known: Hierarchyof Needs theory,TheoriesXandY,andtheTwoFactortheory. MaslowsHierarchyofNeedsTheory Accordingtothistheory,proposedbyMaslow(1943),humanbeingshavewantsanddesireswhich influencetheirbehaviouronlyunsatisfiedneedscaninfluencebehavior,satisfiedneedscannot.The needsarearrangedinorderofimportance,fromthebasictothecomplex.Thepersonadvancesto thenextlevelofneedsonlyafterthelowerlevelneedisatleastminimallysatisfied.Thefurtherthey progressupthehierarchy,themoreindividuality,humannessandpsychologicalhealthapersonwill show.Thefiveneedsare: Physiological:Includeshunger,thirst,shelter,sex,andotherbodilyneeds Safety:Includessecurityandprotectionfromphysicalandemotionalharm Social:Includesaffection,belongingness,acceptance,andfriendship Esteem:Includesinternalesteemfactors,suchas,selfrespect,autonomy,andachievementand externalesteemfactors,suchas,status,recognition,andattention Selfactualization: The drive to become what one is capable of becoming includes growth, achievingonespotential,andselffulfillment Maslowseparatedthefiveneedsintohigherandlowerorders.Physiologicalandsafetyneedsare describedaslowerorder.Social,esteem,andselfactualizationareclassifiedashigherorderneeds. Higherorderneedsaresatisfiedinternally,whereas,Lowerorderneedsarepredominantlysatisfied, externally.

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TheoryXandTheoryY Douglas McGregor argued that a managers view of the nature of human beings is based on a certaingroupingofassumptionsandheorshetendstomouldhisorherbehaviortowardemployees accordingtotheseassumptions. TheoryX Inthistheorymanagementassumesemployeesareinherentlylazyandwillavoidwork,iftheycan. Workersneedtobecloselysupervisedandacomprehensivesystemofcontrolsandahierarchical structureisneededtosupervisetheworkersclosely.Itisalsoassumedthatworkersgenerallyplace securityaboveallotherfactorsandwilldisplaylittleambition. TheoryY Inthistheorymanagementassumesemployeesmaybeambitious,selfmotivated,anxioustoaccept greater responsibility, and exercise selfcontrol, selfdirection, autonomy and empowerment. It is believedthatemployeesenjoytheirmentalandphysicalworkduties.Itisalsobelievedthat,ifgiven thechanceemployeeshavethedesiretobecreativeandforwardthinkingintheworkplace.Thereis a chance for greater productivity by giving employees the freedom to perform to the best of their abilitieswithoutbeingboggeddownbyrules. From the above, it is clear that Theory X assumes that lowerorder needs dominate individuals. TheoryYassumesthathigherorderneedsdominateindividuals. HerzbergsTwoFactortheory

Herzberg(1959)constructedatwodimensionalparadigmoffactorsaffectingpeople'sattitudesabout work.Thesetwofactorsaremotivatorsandhygienefactorsandthistheoryisalsocalledmotivation hygienetheory. Motivatorsareintrinsicfactors,suchas,advancement,recognition,responsibility,andachievement. Presence of these factors ensure job satisfaction. Extrinsic factors, such as, company policy, supervision, interpersonal relations, working conditions, and salary are hygiene factors. The

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absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or createsatisfaction. Insummary,motivatorsdescribeaperson'srelationshipwithwhatsheorhedoes,manyrelatedto thetasksbeingperformed.Hygienefactorsontheotherhand,havetodowithaperson'srelationship to the context or environment in which she or he performs the job. The satisfiers relate to what a persondoeswhilethedissatisfiers relate to thesituation inwhich theperson doeswhathe orshe does. Removingdissatisfyingcharacteristicsfromajobdoesnotnecessarilymakethejobsatisfying.Job satisfactionfactors are separate and distinctfrom jobdissatisfactionfactors.Whenhygienefactors are adequate, people will not be dissatisfied neither will they be satisfied. To motivate people, emphasize factors intrinsically rewarding that are associated with the work itself or to outcomes directlyderivedfromit. Selfassessmentquestions1 1.InMaslowstheory,_____________needsincludehunger,thirst,shelter,sex,andotherbodily needs 2.Intheory__________,managementassumesemployeesareinherentlylazyandwillavoidwork 3.AccordingtoHerzberg,motivatorsare____________factors.

9.3 ContemporaryTheoriesOfMotivation

Thefollowingtheoriesareconsideredcontemporary,sincetheyrepresentthecurrentstateoftheart inexplainingemployeemotivation ERGTheory Alderfer(1972)classifiesneedsintothreecategoriesintohierarchicalorder.Theyare: Theexistencecategory Providesourbasicmaterialexistencerequirements. TheyincludeMaslowsphysiologicalandsafetyneeds.

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Relatednesscategory 1 Thedesirewehaveformaintainingimportantinterpersonalrelationships. 2 Thesesocialandstatusdesiresrequireinteractionwithothers. 3 TheyalignwithMaslowssocialneedandtheexternalcomponent. Growthcategory

Anintrinsicdesireforpersonaldevelopment. TheseincludetheintrinsiccomponentfromMaslowsesteemcategory,andthecharacteristics includedunderselfactualization. This theory is very similar to Maslows theory. Existence need corresponds with Maslows physiological and safety needs, Relatedness need corresponds with Maslows social needs and GrowthneedcorrespondswithMaslowsesteemandselfactualizationneeds.

AlderfersERGtheorydiffersfromMaslowsinthefollowingarguments: 1 Morethanoneneedmaybeoperativeatthesametime. 2 If, the gratification of a higherlevel need is stifled, the desire to satisfy a lowerlevel need increases. 3 ERG theory does not assume that there exists a rigid hierarchy. A person can be working on growtheventhoughexistenceorrelatednessneedsareunsatisfied,orallthreeneedcategories couldbeoperatingatthesametime. ERGtheoryalsocontainsafrustrationregressiondimension.Maslowarguedthatanindividualwould stayatacertainneedleveluntilthatneedwassatisfied.ERGarguesthatmultipleneedscanbe operatingasmotivatorsatthesametime.ERGtheorynotesthatwhenahigherorderneedlevelis frustrated,theindividualsdesiretoincreasealowerlevelneedtakesplace(Robbins,2003).

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McClellandsTheoryofNeeds McClellands (1961) theory focuses on three needs: achievement, power, and affiliation. They are definedasfollow: Needforachievement(nAch)Theneedtoexcelandtoachieveinrelationtoasetofstandards, tostrivetosucceed. Need for power (nPow): The need to make others behave in a way that they would not have behaved,otherwise. Needforaffiliation(nAff):Thedesireforfriendlyandcloseinterpersonalrelationships. Peoplewithhighneedforachievementhaveacompellingdrivetosucceed.Theyhaveadesiretodo something better or more efficiently than it has been done before. This drive is the achievement need. Highachieversdifferentiate themselvesfrom others bytheir desire todothingsbetter. They seeksituationsinwhichtheycanattainpersonalresponsibilityforfindingsolutionstoproblems. Individualshighinneedforpowerenjoybeinginchargeofanysituation.Theystriveforinfluence over others and prefer to be placed into competitive and statusoriented situations. They arealso moreconcernedwithprestigeandgaininginfluenceoverothersthanwitheffectiveperformance. Individuals with high need for affiliation motive strive for friendship, prefer cooperative situations rather than competitive ones, and desire relationships that involve a high degree of mutual understanding. Basedonthistheory,thefollowingassumptionscanbemade(Robbins,2003): Individuals with a high need to achieve prefer job situations with personal responsibility, feedback, and an intermediate degree of risk. When these characteristics are prevalent, high achieverswillbestronglymotivated. Ahighneedtoachievedoesnotnecessarilyleadtobeingagoodmanager,especiallyinlarge organizations.Peoplewithahighachievementneedareinterestedinhowwelltheydopersonally andnotininfluencingotherstodowell. Theneedsfor affiliation andpower tendtobe closely related to managerial success. The best managersarehighintheirneedforpowerandlowintheirneedforaffiliation.

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CognitiveEvaluationTheory Thistheoryproposes(Deci&Ryan,1985)thatwhenextrinsicrewardsareusedbyorganizationsas payoffsforsuperiorperformance,theintrinsicrewards,whicharederivedfromindividualsdoingwhat they like, are reduced. The popular explanation is that the individual experiences a loss of control over hisor her own behavior sothat the previous intrinsic motivation diminishes. Furthermore,the eliminationofextrinsicrewardscanproduceashiftfromanexternaltoaninternalexplanationin anindividualsperceptionofcausationofwhyheorsheworksonatask(Robbins,2003).Therefore, payorotherextrinsicrewardsshouldbemadecontingentonanindividualsperformance.

Thistheorymayhavelimitedapplicabilitytoworkorganizations,becausemostlowleveljobsarenot inherently satisfying enough tofoster high intrinsic interest, and many managerialandprofessional positionsofferintrinsicrewards GoalSettingTheory LockeandLatham(1990)proposedthatchallenginggoalsproduceahigherlevelofoutputthando thegeneralizedgoals.Moredifficultthegoal,thehigherthelevelofperformancewillbe.Peoplewill dobetterwhentheygetfeedbackonhowwelltheyareprogressingtowardtheirgoals.Agoalserves as a motivator, because, it causes people to compare their present capacity to perform with that requiredtosucceedatthegoal. Therearefourcontingenciesingoalsettingtheory: 1 Goalcommitment:Goalsettingtheorypresupposesthatanindividualiscommittedtothegoal. 1 Adequateselfefficacy:Selfefficacyreferstoanindividualsbeliefthatheorsheiscapableof performingatask.Thehigheryourselfefficacy,themoreconfidenceyouhaveinyourabilityto succeedinatask. 2 Taskcharacteristics:Individualgoalsettingdoesnotworkequallywellonalltasks.Goalsseem to have a more substantial effect on performance when tasks are simple, welllearned, and independent. 3 National culture: Goalsetting theory is culture boundand it is welladapted to NorthAmerican cultures.

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ReinforcementTheory Reinforcement theory (Komaki et. al., 1991) argues that reinforcement conditions human behavior. According to this theory, behavior is a function of its consequences. Behavior is environmentally caused.Itcanbemodified(reinforced)byproviding(controlling)consequences.Reinforcedbehavior tendstoberepeated. EquityTheory Accordingtothistheory(Adams,1965),employeesmakecomparisonsoftheirjobinputsand outcomesrelativetothoseofothers.If,anindividualperceivestheinputoutcomeratiotobeequalto thatoftherelevantotherswithwhomhe/shecompareshis/herself,astateofequityissaidtoexist. He/sheperceivesthesituationasfair.Iftheratioappearstobeunequal,theindividualexperience inequity. Therearefourreferentcomparisonsthatanemployeecanuse: Selfinside:Anemployeesexperiencesinadifferentpositioninsidehisorhercurrent organization Selfoutside:Anemployeesexperiencesinasituationorpositionoutsidehisorhercurrent organization Otherinside:Anotherindividualorgroupofindividualsinsidetheemployeesorganization Otheroutside:Anotherindividualorgroupofindividualsoutsidetheemployeesorganization

TherearecertainissueswhicharecrucialregardingEquitytheory.Theyareasfollows: 1 Employeeswithshorttenureintheircurrentorganizationstendtohavelittleinformationabout others. 2 Employeeswithlongtenurerelymoreheavilyoncoworkersforcomparison. 3 Upperlevelemployeeswillmakemoreotheroutsidecomparisons. Whenemployeesperceiveaninequity,theycanbepredictedtomakeoneofsixchoices: Changetheirinputs. Changetheiroutcomes.

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Distortperceptionsofself. Distortperceptionsofothers. Chooseadifferentreferent. Leavethefield. Organizationaljustice Peoplesperceptionsoffairnessinorganizations,consistingofperceptionsofhowdecisionsare maderegardingthedistributionofoutcomesandtheperceivedfairnessofthoseoutcomes themselves. 1 DistributiveJustice:Theperceivedfairnessofthewayrewardsaredistributedamongpeople. 2 ProceduralJustice:Perceptionsofthefairnessoftheproceduresusedtodetermineoutcomes. 3 InteractionalJustice:Theperceivedfairnessoftheinterpersonaltreatmentusedtodetermine organizationaloutcomes. Motivationaltips Certaintips,whichmaybeimportantinthisregard,areasfollows: Avoidunderpayment. 1 Avoidoverpayment. 2 Givepeopleavoiceindecisionsaffectingthem. 3 Explainoutcomesthoroughlyusingasociallysensitivemanner. ExpectancyTheory Expectancy theory is one of the most widely accepted explanations of motivation. Victor Vrooms (1964)expectancytheoryhasitscriticsbutmostoftheresearchissupportive.Motivationisbasedon peoplesbeliefs, goalsand linkagebetween effort and performance, performanceand reward, and rewardandindividualgoalsatisfaction.Expectancytheoryarguesthatthestrengthofatendencyto actinacertainwaydependsonthestrengthofanexpectationthattheactwillbefollowedbyagiven outcomeandontheattractivenessofthatoutcometotheindividual. Determinantsofmotivationaccordingtothistheoryareasfollows: Expectancy:Thebeliefthatoneseffortswillpositivelyinfluenceonesperformance.

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Instrumentality:Anindividualsbeliefsregardingthelikelihoodofbeingrewardedinaccordwithhis orherownlevelofperformance. Valence:Thevalueapersonplacesontherewardsheorsheexpectstoreceivefroman organization. OtherDeterminants:Skillsandabilities,roleperceptions,opportunitiestoperform,etc.

ThreekeyrelationshipsinExpectancytheoryare: Effortperformancerelationship:theprobabilityperceivedbytheindividualthatexertingagiven amountofeffortwillleadtoperformance Performancerewardrelationship:thedegreetowhichtheindividualbelievesthatperformingata particularlevelwillleadtotheattainmentofadesiredoutcome Rewardspersonalgoalsrelationship:thedegreetowhichorganizationalrewardssatisfyan individualspersonalgoalsorneedsandtheattractivenessofthosepotentialrewardsforthe individual. Performanceformula Apopularwayofthinkingaboutemployeeperformanceisasafunctionoftheinteractionofability andmotivationthatis, Performance=f(AbilityxMotivationxOpportunity). Ifeitherofmotivationorabilityisinadequate,performancewillbenegativelyaffected.Furthermore, whenanemployeeperforms,he/sheneedsopportunitytobeallowedtoperformandprovehis/her worth. Selfassessmentquestions2 1.Alderferclassifiesneedsinto__________categoriesintohierarchicalorder 2.Theneedtoexcelandtoachieveinrelationtoasetofstandards,tostrivetosucceediscalled needfor________________. 3.:Theperceivedfairnessoftheinterpersonaltreatmentusedtodetermineorganizationaloutcomes iscalledas______________.

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9.4 MotivatingEmployeesInOrganizations

Anumberofmotivationtheorieshavebeendiscussedabove.Basedonthesetheories,thefollowing suggestionssummarizetheessenceaboutmotivatingemployeesinorganizations. RecognizeindividualdifferencesEmployeeshavedifferentneeds.Therefore,managersneedto understand what is important to each employee. This will allow to individualize goals, level of involvement,andrewardstoalignwithindividualneeds. UsegoalsandfeedbackEmployeesshouldhavetangibleandspecificgoals.Feedbackshould alsobeprovidedregularlytoinformtheemployeesabouttheirperformanceinpursuitofthosegoals. IncludeemployeesindecisionmakingEmployeesshouldbeincludedinmakingdecisionsthat affectthem,forexample,choosingtheirownbenefitspackagesandsolvingproductivityandquality problems. LinkrewardstoperformanceRewardsshouldbecontingentonperformanceandemployees mustperceiveaclearlinkage. MaintainequityRewardsshouldbeperceivedbyemployeesasequatingwiththeinputstheybring tothejob,i.eexperience,skills,abilities,effort,andotherobviousinputsshouldexplaindifferences inperformanceand,hence,pay,jobassignments,andotherobviousrewards. Selfassessmentquestions3 1.Employeesshouldhave____________andspecificgoals. 2.Rewardsshouldbe___________onperformance.

9.5 MotivationalTools Someofthemostimportantmotivationaltoolshavebeendiscussedbelow. ManagementbyObjective(MBO) Managementbyobjectivesemphasizesparticipativelysetgoalsthataretangible,verifiable,and measurable.FouringredientscommontoMBOprogramsare:goalspecificity,participativedecision making,anexplicittimeperiod,andperformancefeedback(Robbins,2003).

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Goalspecificity: TheobjectivesinMBOshouldbeconcisestatementsofexpectedaccomplishments. Participativedecisionmaking: 1 Themanagerandemployeejointlychoosethegoalsandagreeonhowtheywillbemeasured. Anexplicittimeperiod: Eachobjectivehasaspecifictimeperiodinwhichitistobecompleted.

Performancefeedback Continuousfeedbackonprogresstowardgoalsisprovidedsothatworkerscanmonitorand correcttheirownactions. MBO and GoalSetting Theory is closely linked. Goalsetting theory proposes that tangible goals resultinahigherlevelofindividualperformancethandoeasygoals.Feedbackononesperformance leadstohigherperformance.MBOalsodirectlyadvocatesspecificgoalsandfeedback,impliesthat goals must be perceived as feasible and is most effective when the goals are difficult enough to requirestretching. EmployeeRecognitionPrograms Employee recognition programs consist of personal attention, expressing interest, approval, and appreciationforajobwelldone.Theycantakenumerousforms.EmployeeRecognitionPrograms hascloselinkwithReinforcementTheory.Boththeconceptadvocatethatrewardingabehaviorwith recognition would lead to its repetition. Recognition can take many forms, such as, personally congratulating an employee, sending a handwritten note or an email message or declaring the employeeasavaluablecontributortotheorganizationalobjective. EmployeeInvolvement Employee involvement includes, participative management, workplace democracy, empowerment, and employee ownership. Employees involvement in the decision making would positively affect them and by increasing their autonomy and control over their work lives, employees will become

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moremotivated,morecommittedtotheorganization,moreproductive,andmoresatisfiedwiththeir jobs. Some forms of employee involvement have been discussed here: participative management, representativeparticipation,qualitycircles,andemployeestockownershipplans. Participativemanagement: Thelogicbehindparticipativemanagementis: a.Managersoftendonotknoweverythingtheiremployeesdo. b.Betterdecisions c.Increasedcommitmenttodecisions d. Intrinsicallyrewardingemployeesmakestheirjobsmoreinterestingandmeaningful Thetwomostcommonformsofparticipativemanagementare: a. Workscouncils Theyaregroupsofnominatedorelectedemployeeswhomustbeconsulted whenmanagementmakesdecisions.. b. Boardrepresentativestheyareemployeeswhositonacompanysboardofdirectorsand representtheinterestsofthefirmsemployees. Qualitycircles(QC): QCconsistsofaworkgroupofeighttotenemployeesandsupervisorswhohaveasharedareaof responsibility.KeycomponentsofQCare(Robbins,2003): They meet regularly on company time to discuss their quality problems, investigate causes of the problems,recommendsolutions,andtakecorrectiveactions They takeover the responsibilityfor solving quality problems and they generateandevaluatetheir ownfeedback. Managementtypicallyretainscontroloverthefinalimplementationdecision. Areviewoftheevidenceindicatesthattheyarelikelytopositivelyaffectproductivity,however,they tendtoshowlittleornoeffectonemployeesatisfaction.
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Thefailureofmanyqualitycircleprogramstoproducemeasurablebenefitshasalsoledtoalarge numberofthembeingdiscontinued. Employeestockownershipplans(ESOPs): InthetypicalESOP,anemployeestockownershiptrustiscreated.Companiescontributeeither stockorcashtobuystockforthetrustandallocatethestocktoemployees.Employeesusually cannottakephysicalpossessionoftheirsharesorsellthemaslongastheyarestillemployedatthe company. Selfassessmentquestions4 1.MBOand____________Theoryiscloselylinked 2.EmployeeRecognitionProgramshascloselinkwith____________Theory 9.6 SpecialIssuesInMotivation Someofthespecialissuesinmotivationarediscussedbelow. MotivatingProfessionals Theprofessionalemployeeslikelytoseekmoreintrinsicsatisfactionfromtheirworkthanbluecollar employees. They generally have strong and longterm commitment to their field of expertise are perhaps more loyal to their profession than to their employer. They need to regularly update their knowledge,andtheircommitmenttotheirprofession. Therefore,extrinsicfactorssuchasmoneyandpromotionswouldbelowontheirprioritylist.Rather, jobchallengetendstoberankedhigh.Theyliketotackleproblemsandfindsolutions. ManagerialImplications: Providethemwithongoingchallengingprojects. Givethemautonomytofollowtheirinterestsandallowthemtostructuretheirwork. Rewardthemwitheducationalopportunities. Alsorewardthemwithrecognition. MotivatingtemporaryWorkers Temporaryworkersmaybemotivatedif:
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Theyareprovidedwithpermanentjobopportunity Theopportunityfortrainingisprovidedtothem

MotivatingLowSkilledServiceWorkers Oneofthemostchallengingmanagerialtasksintomotivatelowskilledworkerswhoareinvolvedin repetitive physical work, where higher education and skills are not required. For this category of people, flexible work schedules and higher pay package may be proved effective motivational factors. Selfassessmentquestions5 1.Theprofessionalemployeeslikelytoseekmore____________satisfactionfromtheirworkthan bluecollaremployees 2.Temporaryworkersmaybemotivatediftheyareprovidedwith___________jobopportunity.

9.7 Summary Motivation is the processes that account for an individuals intensity, direction, and persistence of efforttowardattainingagoal.AccordingtoMaslowstheory,humanbeingshavefiveneeds,which influence their behavior. Those five needs are Physiological, Safety, Social, Esteem, and Self actualizationneeds. In theoryX and Y, McGregorargued thata managers viewof the natureof humanbeingsisbasedonacertaingroupingofassumptionsandheorshetendstomouldhisorher behavior toward employees according to these assumptions. Herzberg (1959) constructed a two dimensional paradigm of factors affecting people's attitudes about work. These two factors are motivators and hygiene factors and this theory is also called motivationhygiene theory. Alderfer classified needs into threecategories into hierarchicalorder. Theyare:the existence category,the Relatedness category and the Growth category. This theory is very similar to Maslows theory. Existence need corresponds with Maslows physiological and safety needs, Relatedness need corresponds with Maslows social needsand Growth need corresponds with Maslowsesteemand selfactualization needs. McClellands theory focuses on three needs: achievement, power, and affiliation.Accordingtothistheory,peoplewithhighneedforachievementhaveacompellingdriveto succeed.Individualshighinneedforpowerenjoybeinginchargeofanysituation.Individualswith

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high need for affiliation motive strive for friendship, prefer cooperative situations rather than competitive ones, and desire relationships that involve a high degree of mutual understanding. Cognitive Evaluation theory proposes that when extrinsic rewards are used by organizations as payoffsforsuperiorperformance,theintrinsicrewards,whicharederivedfromindividualsdoingwhat theylike,arereduced.GoalSettingTheoryproposesthatchallenginggoalsproduceahigherlevelof outputthandothegeneralizedgoals.Moredifficultthegoal,thehigherthelevelofperformancewill be. Reinforcement theory argues that reinforcement conditions human behavior. According to this theory,behaviorisafunctionofitsconsequences.Behaviorisenvironmentallycaused.Accordingto Equity theory, employees make comparisons of their job inputs and outcomes relative to those of others. If,an individual perceives the inputoutcome ratio to beequal tothatof the relevant others with whom he/she compares his/herself, a state of equity is said to exist. He/she perceives the situation as fair. If the ratio appears to be unequal, the individual experience inequity. Expectancy theoryarguesthatthestrengthofatendencytoactinacertainwaydependsonthestrengthofan expectation that the act will be followed by a given outcome and on the attractiveness of that outcometotheindividual. Terminalquestions 1.CompareMaslowshierarchyofneedswithAlderfersERGtheory. 2.Explaingoalsettingtheory. 3.Whatisorganizationaljustice?Discussvarioustyoesoforganizationaljustice. 4.ExplaintheconceptofMBOandQC.

AnswerstoSelfAssessmentQuestions AnswertoSelfAssessmentQuestions1 1.Physiological 2.X 3.Intrinsic AnswertoSelfAssessmentQuestions2 1.Three 2.Achievement

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3.InteractionalJustice AnswertoSelfAssessmentQuestions3 1.Tangible 2.Contingent AnswertoSelfAssessmentQuestions4 1.GoalSetting 2.Reinforcement AnswertoSelfAssessmentQuestions5 1.Intrinsic 2.Permanent AnswerstoTerminalQuestions 1.Refersection9.2and9.3 2.Refersection9.3 3.Refersection9.3 4.Refersection9.5

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