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at Work
Chapter 5
Organizational
Behavior
Nelson & Quick,
6th edition
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Definition of Motivation
Motivation - the
process of
arousing and
sustaining goaldirected
behavior
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Early Philosophers
Internal Motivational Theories
Max Weber
work contributes to salvation
Protestant work ethic
Sigmund Freud - Psychoanalysis
delve into the unconscious mind to
better understand a persons motives
and needs
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Early Philosophers
External Motivational Theories
Adam Smith
Enlightened self-interest; that which is in
the best interest and benefit to the
individual and to other people
Technology is a labor productivity multiplier
Frederick Taylor
Founder of scientific management
Emphasized cooperation between
management and labor to enlarge profits
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Employee Recognition
and Ownership
Built on Smith and Taylors theories
Emphasize external incentives
Aimed at reducing turnover;
Employee
Of the
building commitment
Month
Feelings of ownership increases
organizational citizenship behavior
(includes both psychological needs and
external incentives)
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Theory Y
A set of assumptions of how to
manage individuals who are
motivated by higher order needs.
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Theory Y
Love (Social)
Safety & Security
Theory X
Physiological
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McGregors Assumptions
About People Based on Theory X
Naturally indolent
Lack ambition, dislike
responsibility, and prefer to be led
Inherently self-centered and
indifferent to organizational needs
Naturally resistant to change
Gullible, not bright, ready dupes
SOURCE: Adapted from Table 5.1 which is from The Human Side of Enterprise by
Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright
1957 American Management Association International. Reprinted by permission of American
Management Association International, New York, NY. All rights reserved.
http://www.amanet.org.
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McGregors Assumptions
About People Based on Theory Y
Passive and resistant behaviors not
inherent: result of organizational
experience
People possess
Motivation
Development potential
Capacity for assuming responsibility
Readiness to direct behavior toward
organizational goals
SOURCE: Adapted from Table 5.1 which is from The Human Side of Enterprise by
Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright
1957 American Management Association International. Reprinted by permission of American
Management Association International, New York, NY. All rights reserved.
http://www.amanet.org.
Copyright 2009
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of Cengage Learning
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McGregors Assumptions
About People Based on Theory Y
Managements task - arrange conditions
and operational methods so people can
achieve their own goals by directing
efforts to organizational goals
Individuals
goals
SOURCE: Adapted from Table 5.1 which is from The Human Side of Enterprise by
Douglas M. McGregor, reprinted from Management Review, November 1957. Copyright
1957 American Management Association International. Reprinted by permission of American
Management Association International, New York, NY. All rights reserved.
http://www.amanet.org.
Organizations
goals
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Growth
Relatedness
Existence
Physiological
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McGregor Alderfer
Self-actualization
Esteem
Higher
self
Order
interpersonal
Needs
Growth
Need for
Achievement
Need for
Power
Theory Y
Belongingness
(social & love)
McClelland
interpersonal
physical
Physiological
Theory X
Existence
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Motivation-Hygiene
Theory of Motivation
Company policy &
administration
Supervision
Interpersonal relations
Working conditions
Salary
Status
Security
Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
Salary?
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Motivation-Hygiene
Combinations
(Motivation = M, Hygiene = H)
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Opportunities
Obstacles
Challenges
Barriers
Energy
Frustration
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Build
Positive
Energy
Expend
Energy
Renewal
and
Recovery
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Social Exchange
& Equity Theory
Equity theory focuses on individualenvironment interaction
Concerned with social processes
Etzionicalculated working relationships
Both parties have demands
Both parties make contributions
Expect fair, equitable, ethical treatment
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IndividualOrganizational
Exchange Relationship
Contributions Demands
Organization
Individual
Organizational goals
Departmental objectives
Job tasks
Physiological needs
Security needs
Physical needs
Company status
Benefits
Income
Developmental potential
Employee knowledge
Employee skills and
abilities
SOURCE: J. P. Campbell, M. D. Dunnette, E. E. Lawler, III. And K. E. Weick, Jr. Managerial Behavior. Performance
and Effectiveness (New York: McGraw-Hill, Inc., 1970. Reproduced with permission from McGraw-Hill, Inc.
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Outcomes = Outcomes
Inputs
Inputs
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Strategies for
Resolution of Inequity
New Perspectives
on Equity Theory
I prefer an equity
ratio equal to that of
my comparison
other
Equity Sensitive
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New Perspectives
on Equity Theory
I am comfortable
with an equity ratio
less than that of my
comparison other
Benevolent
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New Perspectives
on Equity Theory
Entitled
I am comfortable
with an equity ratio
greater than that of
my comparison
other
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Expectancy Theory of
Motivation: Key Constructs
Valence - value or importance
placed on a particular reward
Expectancy - belief that effort leads
to performance
Instrumentality - belief that
performance is related to rewards
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Expectancy Model
of Motivation
Effort
Performance
Reward
Perceived
performance reward probability
Perceived value
of rewards
What rewards do I
value?
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3 Causes of
Motivational Problems
Belief that effort will not result in
performance
Belief that performance will not
result in rewards
The value a person places on, or
the preference a person has for,
certain rewards
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Moral Maturity
Moral Maturity - the measure of a persons
cognitive moral development
Morally mature
people behave and
act based on
universal ethical
principles.
Morally immature
people behave and
act based on
egocentric
motivations.
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Cultural Differences
Motivational theories are culturally bound
Research results differ among cultures
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