ORGANIZATIONAL BEHAVIOR

OBJECTIVES
LEARNING

After studying chapter six and listening

to my lecture, you should be
1. Outline the motivation
able to:
process.

2.

Describe Maslows need

hierarchy.

3.

Contrast Theory X and

Theory Y.

4.

Differentiate motivators
from hygiene factors.

5.

List the characteristics

that high achievers prefer
in a job.

6.

Summarize the types of

goals that increase
performance.

Defining
Defining Motivation
Motivation

Key
KeyElements
Elements
1.1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.2.
3.3.

Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

Going Beyond the Fringe in Benefits: Especially Creative Reward

Practices

Company

Reward

Apple Computer

Stock purchase options

Publix Super Markets

Partial ownership in the company

Advanta Corporation

Opportunity to help train new employees

Westin Hotels

Free meals while on the job

Worthington Industries

Haircuts for $2 while at work

Readers Digest

Fridays off during the month of May

Pitney Bowes

Courses in real estate, golf, painting, photography,

and cake decorating

Steelcase

Access to camping facilities and equipment

Delta Airlines

Free airline travel for employees and spouses

SAS Company???

Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)

Need Hierarchy Theory

Higher-order
needs
Selfactualization
needs
Esteem needs
Social needs
Safety needs
Physiological needs
Lower-order
needs

Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)

Factors characterizing events

on the job that led to extreme
job dissatisfaction

Factors characterizing events

on the job that led to extreme
job satisfaction

Comparison
Comparisonofof
Satisfiers
Satisfiersand
and
Dissatisfiers
Dissatisfiers

Overview of Expectancy Theory

Effort
Effort

Performance
Performance

Expectancy
Expectancy

Abilities
Abilities
and
andtraits
traits

Reward
Reward

Instrumentality
Instrumentality

MOTIVATION
MOTIVATION

JOB
PERFORMANCE

Valence
Valenceof
of
reward
reward

Role
Roleperceptions
perceptions
and
andopportunities
opportunities

Equity Theory: A Summary and Example

Andy is
overpaid
compared to Bill

INEQUITABLE
INEQUITABLERELATIONSHIP
RELATIONSHIP

Bills outcomes
($25,000/year)
Bills inputs
(40 hours/week)

Andys outcomes
($30,000/year)
Andys inputs
(40 hour/week)

Bill feels angry

Andy feels guilty

Andy is equitably paid
compared to Bill

Bill is
underpaid
compared to Andy

EQUITABLE
EQUITABLERELATIONSHIP
RELATIONSHIP

Andys outcomes
($30,000/year)
Andys inputs Andy feels
(40 hour/week)
satisfied

Bill feels
satisfied

Bill is equitably paid

compared to Andy
Bills outcomes
($30,000/year)
Bills inputs
(40 hours/week)

Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)

Goal Setting: Some Impressive Effects

100

Percentage of Maximum Weight

Carried on Each Trip

Goal
level 94

90
Performance at the goal level
was sustained seven years after
the goal was first set

80
70
60

There was a dramatic

improvement in performance after a goal
was set

50

1 2 3 4 5 6 7 8 9 10 11 12
Before goal

After Goal

Four-Week Periods

Seven
Years Later

ERG
ERG Theory
Theory (Clayton
(Clayton Alderfer)
Alderfer)

Core
CoreNeeds
Needs
Existence:
Existence:provision
provisionof
of
basic
basicmaterial
material
requirements.
requirements.
Relatedness:
Relatedness:desire
desirefor
for
relationships.
relationships.
Growth:
Growth:desire
desirefor
for
personal
development.
personal development.

Concepts:
Concepts:
More
Morethan
thanone
oneneed
needcan
can
be
operative
at
the
same
be operative at the same
time.
time.
IfIfaahigher-level
higher-levelneed
need
cannot
cannotbe
befulfilled,
fulfilled,the
the
desire
desireto
tosatisfy
satisfyaalowerlowerlevel
levelneed
needincreases.
increases.

David
David McClellands
McClellands Theory
Theory of
of Needs
Needs

nPow

nAch

nAff

Matching
Matching Achievers
Achievers and
and Jobs
Jobs

Cognitive
Cognitive Evaluation
Evaluation Theory
Theory

Reinforcement
Reinforcement Theory
Theory

Concepts:
Concepts:
Behavior
Behavioris
isenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.

Flow
Flow and
and Intrinsic
Intrinsic Motivation
Motivation Theory
Theory

Ken
Ken Thomass
Thomass Model
Model of
of Intrinsic
Intrinsic Motivation
Motivation
Employees are intrinsically motivated when
rewards an employee gets from work result from:
Choice the ability to freely self-select and
perform task activities.
Competence the sense of accomplishment
from skillfully performing chosen tasks or
activities.
Meaningfulness pursuing a task that matters
in the larger scheme of things.
Progress the feeling of significant
advancement in achieving the tasks purpose.

Equity
Equity Theory
Theory

Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside

Equity
Equity Theory
Theory (contd)
(contd)

EXHIBIT

6-7

Equity
Equity Theory
Theory (contd)
(contd)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2.
3.3.

Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
Distort/change
Distort/changeperceptions
perceptionsof
ofself
self

4.4.
5.5.

Distort/change
Distort/changeperceptions
perceptionsof
ofothers
others
Choose
Chooseaadifferent
differentreferent
referentperson
person

6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)

Equity
Equity Theory
Theory (contd)
(contd)
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.1. Overrewarded
Overrewardedemployees
employeesproduce
producemore
more
than
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.2. Overrewarded
Overrewardedemployees
employeesproduce
produceless,
less,but
but
do
dohigher
higherquality
qualitypiece
piecework.
work.
3.3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees

Equity
Equity Theory
Theory (contd)
(contd)

Expectancy
Expectancy Theory
Theory

EXHIBIT

6-8

Performance
Performance Dimensions
Dimensions

EXHIBIT

6-9

Integrating
Integrating
Contemporary
Contemporary
Theories
Theoriesofof
Motivation
Motivation

EXHIBIT