1. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 4

2. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 2 ©20 01 by Prentice Hall, Inc. Objectives Examine the basic theories of motivation Understand how managers can direct employee motivation

3. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 3 ©20 01 by Prentice Hall, Inc. Motivation An internal state Manager’s motivate employees by creating an environment where motivation is aligned to organizational goals.

4. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 4 ©20 01 by Prentice Hall, Inc. Physiological Security Social Belonging Self-esteem Self-actualization Maslow’s Hierarchy of Needs

5. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 5 ©20 01 by Prentice Hall, Inc. McClelland’s Theory of Needs Need for Achievement(n-Ach) Achievement(n-Ach) Power(n-Pow) Power(n-Pow) Affiliation(n-Aff) Affiliation(n-Aff)

6. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 6 ©20 01 by Prentice Hall, Inc. Herzberg’s Two-Factor Approach to Motivation MotivatingFactorsHygieneFactors

7. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 7 ©20 01 by Prentice Hall, Inc. Perceived Ratio Comparison a Employee’s Assessment Outcomes A Inputs A Outcomes A Inputs A Outcomes A Inputs A Outcomes B Inputs B Outcomes B Inputs B Outcomes B Inputs B < = > Inequity (Underrewarded) Equity Inequity (Overrewarded) a Person A is the employee, and person B is a relevant other or referent. Equity Theory

8. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 8 ©20 01 by Prentice Hall, Inc. Expectancy Theory A. Effort-to-performance expectations B. Performance-to-outcome expectancies C. Perceived valence of outcomes Ability MotivationEffort Outcomes (rewards) Performance A person’s motivation is a function of:

9. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 9 ©20 01 by Prentice Hall, Inc. Effort Performance Reward Outcome Expectancy (E) Instrumentality (I) (probability of Effort leading to Performance) Influenced by Ability (probability of Performance leading to Reward Outcome) Valence (Value of Outcome) (E > P) (P > O) Motivation Equals =

10. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 10 ©20 01 by Prentice Hall, Inc. Social Reinforcement Theory Increase desirable behavior by following with a desirable consequence or by removing an undesirable consequence Extinguish undesirable behavior through punishment or extinction

11. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 11 ©20 01 by Prentice Hall, Inc. Goal Setting Theory: Characteristics of Effective Goals M A S R T pecific easurable chievable but challenging easonable imely

12. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 12 ©20 01 by Prentice Hall, Inc. Goal-Setting Theory Setting specific goals increases performance Difficult goals accepted by employees result in higher performance Feedback causes higher performance than non-feedback People are more committed to goals they set themselves and make public

13. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 13 ©20 01 by Prentice Hall, Inc. Creating a Motivation Model Independent variable – a predictor variable (e.g. effort). Predicts outcomes. Normally found at the beginning of your model. Dependent variable – an outcome or criterion variable (e.g. performance). Found at the end of your model. Moderator variable – variables that will effect the relationship between the independent and dependent variables (e.g. ability). Normally placed at the edges of the model with links to the independent and dependent variables. Mediator variable – a variable that links the independent and dependent variables. Found between the independent and dependent variable. The only link between the independent and dependent variable is through the mediator, otherwise the independent variable has no link to the dependent variable. EffortPerformance Satisfaction Ability

14. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 14 ©20 01 by Prentice Hall, Inc. Goal Setting Theory: Characteristics of Effective Goals M A S R T pecific easurable ccepted easonable but challenging imely feedback

15. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 15 ©20 01 by Prentice Hall, Inc. Job Characteristics Model

16. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 16 ©20 01 by Prentice Hall, Inc. Job enrichment Combine tasks Establish client relationships Reduce supervision Increase autonomy and decision making Have direct feedback on performance

17. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 17 ©20 01 by Prentice Hall, Inc. Recognizing Contributions Build self-confidence through high expectations Connect performance to rewards Use a variety of rewards Be positive and hopeful

18. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 18 ©20 01 by Prentice Hall, Inc. Self-Fulfilling Prophecy When our expectations about another person cause that person to act in a way that is consistent with our expectations. Steps: –Expectations formed about future performance –Behaviour toward the person is consistent with our expectations –Effects are produced on the person’s beliefs (self- efficacy), motivations and performance –Behaviour fulfills expectations and reinforces original perceptions

19. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 19 ©20 01 by Prentice Hall, Inc. Within groups of about 5 members, use the process theories to: –Develop a recommendation to present to the class on the way that you can motivate yourself and your classmates. Make sure that you can explain the link to the theory or theories Remember the instructor is not the sole initiator of motivation Ideas that can be comfortably managed will be implemented