Subject

Topic

Name of reporter :

I.

Human Behavior in Organization

Models of Organizational Behavior

Butial, Melany P.

Models of Organizational Behavior

A. Autocratic Model - Relies on power
B. Custodial Model (Paternalism) - Depends on economic resources
(money)
C. Supportive Model - Relies on leadership
D. Collegial Model - Work as a team
E. System Model - Based on trust and self-motivation

II.

Motivation
It is the willingness to exert high levels of effort to reach
organizational goals, conditioned by the efforts ability to satisfy
some individual need.
A. The Motivation Process

Unsatisfied need

Tension

Drives

Satisfied need

Search Behavior

Tension
B. Early Theories
1.
Maslows Hierarchy of Needs Theory
a. Physiological Needs
b. Safety Needs
c. Social Needs
d. Esteem Needs
e. Self-Actualization
2.
McGregors Theory X and Theory Y
a. McGregor Theory X
- Dislike work
- Must be coerced
- Shirk responsibility
- Security most important
- Little ambition
b. McGregor Theory Y

Reduction of

c.
d.
e.
f.

Work is natural
Self direction & self control
Average person can accept RESPONSIBILITY
Ability to make good decisions is widely dispersed
through the population

Theory X and Theory Y Assumption

Theory X

Theory Y

Employees

inherently

dislike Employees view work as being as

work and will attempt to avoid natural as rest or play

it, whenever possible
Employees must be coerced, Employees

will

exercise

self-

controlled, or threatened with direction and self-control if they are

punishment to achieve desired committed to the objectives
goals
Employees

will

responsibilities
formal

shirk The average person can learn to

and

direction

seek accept, and even seek, responsibility.

whenever

possible
Most workers place security The ability to make good decisions is
above

all

other

factors widely

dispersed

through

the

associated with work and will population and isnt necessarily the
display little ambition.

3.

sole ability of managers.

Herzberg s Motivation Hygiene Theory

a. Herzberg Hygiene Factors
- Supervision
- Company Policy
- Relationship with Supervisor
- Relationship with Peers
- Relationship with Subordinates
- Personal Life
- Working Conditions
- Status

4.

- Security
b. Herzberg Motivators
- Achievement
- Recognition
- Work itself
- Responsibility
- Advancement
- Growth
Contemporary Theories
a. Three Needs Theory
- Needs for Achievement
- Needs for power
- Needs for Affiliation
b. Goal-Setting Theory
- Specific goals increase performance
- Difficult goals, when accepted, result in higher
performance
c. Reinforcement Theory
- Behavior is a function of its consequences
- Purpose directs actions
- Behavior is externally caused
- Reinforcers control behaviour
- Ignores goals, expectations, and needs
- Focuses on consequences of actions
d. Equity Theory
-

Compares inputs and outputs to others and

corrects inequities

Distorts their own or others I/Q

Induces others to change I/Q

Change own I/Q

Choose different comparison person

Quits the job

Payment by time: Over rewarded employees

produce more than those equitably paid

Payment by Qty: Over rewarded employees

produce

fewer,

but

higher

quality

than

equitably paid
-

Payment by time: Under rewarded employees

produce less, poorer quality

Payment by Qty: Under rewarded employees

produce

large

number,

low

quality

than

equitably paid employees

Perceived Ratio Comparison
Outcomes A

Outcomes B

Inputs A

Inputs B

Outcomes A

Outcomes B

Inputs A

Inputs B

Outcomes A

Outcomes B

Inputs A

Inputs B

Employees Assessment

Inequity (underrewarded)

Equity

Inequity (overrewarded)

e. Expectancy Theory
- Individual acts in a certain way based on the
-

expectation of outcome
Individual acts in a certain way based on the

effort involved
Individual acts in a certain way based on the
attractiveness of reward

Simplified Expectancy Model

A

Individual
Effort

Individual
Performance

Organizatio
nal

Individual

Legend
A = Effort-performance
B = Performance-reward linkage
C = Attractiveness

Designing Motivating Jobs

Job Enrichment
Job Enlargement
Job Characteristics Model

Guidelines for Job Redesign

Suggestion Action

Core Job Dimension

Combining Tasks

Skill variety

Forming natural work units

Task identity

Goals

Establishing client
relationship

Task identity

Vertical loading

Autonomy

Opening feedback channels

Feedback

C. Job Enrichment
Increases Job Depth
Degree of control people have over their work
D. Job Enlargement
Job Scope Vertical expansion of a job by adding planning and
evaluating responsibilities
E. Job Characteristics Model
1.
Skill Variety
2.
Task Identity
3.
Task Significance
4.
Autonomy
5.
Feedback
F. Motivating in Todays System
1.
Compressed work weeks
2.
Flexible Time
3.
Job Sharing
4.
Tele-commuting
G. Suggestions
1.
Recognize differences

2.
Match people to jobs
3.
Use goals
4.
Insure that goals are attainable
5.
Individualize rewards
6.
Link reward to performance
7.
Check the system for equity
H. Suggestions for Motivating Employees
1.
Recognize individual differences
2.
Match people to jobs
3.
Use goals
4.
Ensure that goals are perceived and attainable
5.
Individualize rewards
6.
Link reward to performance
7.
Check the system for equity
8.
Dont ignore money