Chapter 6

Basic Motivation Concepts

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
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Defining Motivation..
Motivation can be defined as willingness to expand energy to achieve a goal or reward. Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward. Varies between individuals and within individuals between different events
Unsatisfied Needs

Tension

Drives

Search Satisfied Reduction Behavior Needs of tension

Motivation Process

Defining Motivation
Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries

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Types of Motives
Primary Motives:
Unlearned and psychologically based Are basic needs of human beings Hunger, sleep, shelter, avoidance of pain, maternal concerns. Our existence depends on them, but some times these can be sacrificed for secondary motives e.g. keeping fast for religious purpose.

Secondary Motives:
These arise after primary motive, these are of secondary importance for human being.
Power motive Security motive Status motive Achievement motive Affiliation motive

Types of Motives
General Motives:

These are neither primary motives nor secondary motives Curiosity, manipulation and activity motives Affection motive

Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory
There is a hierarchy of five needsphysiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming. Self Actualization Needs Esteem Needs Love/Affection Needs Safety Needs Psychological Needs
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Theory X and Theory Y (Douglas McGregor)

Theory X
Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

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Two-Factor Theory (Frederick Herzberg)

Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction.

Hygiene Factors
Factorssuch as company policy and administration, supervision, and salarythat, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

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Content Theories of Motivation

Hertzberg's two factor theory

(Frederick Hertzberg) In attitude at work determines success or failure at job. Achievement Recognition Work itself Responsibility Advancement Growth Company policy and Adm. Salary Quality of Supervision Interpersonal relations Working conditions Job security
Intrinsic conditions 0

Extrinsic conditions

ERG Theory (Clayton Alderfer)

ERG Theory There are three groups of core needs: existence, relatedness, and growth.

Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.
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Concepts:
More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.
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David McClellands Theory of Needs

Need for Achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.

nPow

nAch

nAff

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David McClellands Theory of Needs

High responsibility, Immediate feedback, Intermediate risk = High nach High nach are not good manager always High need for power and low need for affiliation are good managers Tough to measure high nach, time consuming and expensive. Thats why not much used

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Cognitive Evaluation Theory

Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting. You do something with your own choice, high motivation

But when you are paid for that, your motivation declines coz you loose control
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Cognitive Evaluation Theory

Extrinsic rewards dependent on individuals performance reduces internal satisfaction Extrinsic Rewards
Verbal
Increases motivation Keep focus on task and energize to do it better

Tangible
Reduces internal motivation Count on it Focus more on reward than task

Self concordance
The degree to which a persons reasons for persuing a goal is consistent with the persons interests and core values
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Goal-Setting Theory (Edwin Locke)

Goal-Setting Theory The theory that specific and difficult goals, with feedback, lead to higher performance. Specific Goals Vs Generalized Goals Difficult goals produces high results as compare to easy goals Keep focused Energize us Persist in trying them Discover strategies Assigned Vs participative goals Acceptance of goals
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Goal-Setting Theory (Edwin Locke)

Feedback Help to identify discrepancies Acts to guide behavior Internal feedback increases motivation than external feedback Factors influencing the goalsperformance relationship:
Goal commitment
Made public

Internal locus of control

Self set

adequate self-efficacy, task characteristics, and national culture.

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Goal-Setting Theory (Edwin Locke)

Implementation of Goal Setting Theory
Management By Objectives
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

Failures
Unrealistic expectations Lack of commitment by top Mgt Rewards are not given Cultural incompatibility

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Self-Efficacy Theory
An individuals belief that he or she is capable of performing task.
High Self-Efficacy = High motivation High Self-Efficacy
Negative feedback = high motivation and increase efforts

S.E can be increased

Enactive mastery (gaining experience) Vicarious modeling (confidence by others) Verbal persuasion (convinces you that you have skills to be successful) Arousal (evoke feeling)

Pygmalion effect (self-fulfilling prophecy) Galatea effect

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Reinforcement Theory
The assumption that behavior is a function of its consequences.

Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.

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Equity Theory
Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

Referent Comparisons:
Self-inside Self-outside Other-inside Other-outside
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Equity Theory (contd)

Choices for dealing with inequity:

1. Change inputs (slack off) 2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others 5. Choose a different referent person

6. Leave the field (quit the job)

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Equity Theory (contd)

Propositions relating to inequitable pay:

1. Overrewarded hourly employees produce more than equitably rewarded employees.

2. Overrewarded piece-work employees produce less, but do higher quality piece work. 3. Underrewarded hourly employees produce lower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees
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Equity Theory (contd)

Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals.

Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

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Expectancy Theory
Expectancy Theory (Victor Vroom) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

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Expectancy Theory Relationships

EffortPerformance Relationship
The probability that exerting a given amount of effort will lead to performance.

PerformanceReward Relationship
The belief that performing at a particular level will lead to the attainment of a desired outcome.

RewardsPersonal Goals Relationship

The degree to which organizational rewards satisfy an individuals goals or needs and the attractiveness of potential rewards for the individual.

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