1. Chapter 6
Motivation Concept

2. Mr. Gardener
1982- homeless w/a baby
Found Stockbroker!
Investment Banking
1992- Own firm

3. Motivation
The processes that account for an individual’s intensity (How Hard) , direction (What Goal), and persistence (How Long) of effort toward attaining a goal
Focus: Org. Goals
Result of
Interaction
Individual
Situation
Effort
Direction
Quality
Direction
Persistence
Intensity
Terrorists
Mr. Gardener

4. Employee Motivation Theories and Explanation
Early Theories
Hierarchy of Needs
Theory X and theory Y
Two-factor theory
Theory of Needs
Contemporary theories
Cognitive Evaluation
Goal Setting
Self Efficacy
Reinforcement
Efficacy
Expectancy
Who do you love? Intuition Vs. Science

5. Hierarchy of Needs- Maslow
There is a hierarchy of five needs—
as each need is substantially satisfied, the next need becomes dominant.
Individuals must move up the hierarchy in order
Physiological
Safety
Social
Esteem
Self-actualization
Lower-Order Needs Satisfied externally- (Pay)
Higher-Order Needs Needs that are satisfied internally (perception);

6. Hierarchy of Needs Theory (Maslow)
Application: A rickshaw puller may not be motivated to meditate!
Satisfaction Vs. Motivation
Logical Theory
Substantial Satisfaction
Limited Evidence
Current Level
Terminology

7. Theory X & Theory Y (Managers’ Perspective
Workers are (X)
Having Little Ambition
Disliking Work
Avoiding Responsibility
Workers are (Y)
Self-Directed
Enjoying Work
Accepting Responsibility

8. Two-Factor Theory Motivation-Hygiene theory
Hygiene Factors
Extrinsic & Related to Dissatisfaction
Motivation Factors
Intrinsic and Related to Satisfaction
Hygiene Factors
Salary
Work Conditions
Company Policies
Job security
Motivators
Promotions
Achievement
Responsibility
Growth
Satisfaction and Dissatisfaction are not Opposite Ends

9. Contrasting Views of Satisfaction and Dissatisfaction

10. Data from research Factors – Extreme job dissatisfaction
Factors – Extreme job satisfaction
Data from research

11. Theory of Needs- McClelland
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.
Individuals have different levels of needs in each of these areas
Need levels will drive their behavior
Need for Power
The need to make others behave in a way that they would not have behaved otherwise.
Subconscious

12. Matching High Achievers and Jobs
Performance on Challenge
Good Managers?
Power and Affiliation

13. Money isn’t everything
Hierarchy of needs
Two-factor theory

14. Cognitive Evaluation Theory
Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation.
Perception of causation changes
Loss of control reduces i. motivation
Focus more on reward/task
Example: Performance bonus
Reading Novel
Work Rewards
Salary ? Performance

15. Cognitive Evaluation Theory
Extrinsic Reward
Verbal
Tangible
Intrinsic Reward
Interesting
Recognition
Motivation
Pursue Goal for Intrinsic reasons vs. Extrinsic
More Success & Happiness ….

17. Goal-Setting Theory (Edwin Locke)
Theory: Specific and difficult goals, with self-generated feedback, lead to higher performance.
Specificity >> Internal Stimulus
Do Your Best !
Do 50% Better
Difficult goals Vs. Easy Goals
Acceptance
Performance
Distraction, Work hard, Persistence, Discover

18. Goal-Setting Theory … Participation on Goal Setting
Goals and performance relationship
Goal commitment
“I want to do it & I can do it”
Publicity, internal locus, self-set
Task characteristics
Simple, well-learned
Interdependent task- Group goals
National culture
Power distance
Propensity to seek challenge
Performance
Participation on Goal Setting
Feedbacks
Guide behavior
Self Generated Feedback =

19. Goal Setting in Action: MBO Programs
A program that encompasses specific goals, participative set, for an explicit time period, with feedback on goal progress.
Management By Objectives Programs
Company wide goals & objectives
Goals aligned at all levels
Based on Goal Setting Theory
Key Elements
Goal specificity
Participative decision making
An explicit time period
Performance feedback

20. Cascading of Objectives

21. Linking MBO and Goal-Setting Theory
MBO Goal-Setting Theory Goal Specificity Yes Yes Goal Difficulty Yes Yes Feedback Yes Yes Participation Yes No (qualified)

22. Why MBOs Fail Unrealistic expectations about MBO results
Lack of commitment by top management
Failure to allocate reward properly
Cultural incompatibilities
Fujitsu

23. Self-Efficacy
An individual’s feeling that s/he can complete a task (e.g. “I know I can!”)
Enhances probability that goals will be achieved
Not Self Esteem
Difficulty >> Effort
Negative feedback >> Effort, Motivation

24. Complementary
Self-confidence

25. Increasing Self Efficacy (Bandura)
Enactive Mastery- Gaining Relevant Experience
Training program
Vicarious Modeling- Confidence from others
You friend got a 100 in MGT321
Verbal Persuasion- Motivational speakers
Pygmalion- Believe it is true
You are a very high IQ Student
Galatea Effects- Placebo
Arousal- Energized state
Vs. Steady tasks
Training
Intelligence
Personality

26. Cognitive variables of behavior
Reinforcement Theory
Argues that behavior is a function of its consequences.
Stimulus creates response
Cognitive variables of behavior
Feeling
Attitude
Expectation
Assumptions:
Behavior is environmentally caused.
Behavior can be modified (reinforced) by providing (controlling) consequences.
Reinforced behavior tends to be repeated.
Reprimanded
Contrast with Goal Setting

27. Equity Theory
Referent Comparisons
Self-inside
Self-outside
Other-inside
Other-outside
Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
Comparing salary ~ M.
Moderating Variables
Gender- same sex comap.
Tenure-Available info
Level- More info.
Education/Professionalism
Fair & Justice

28. Equity Theory …
Equity Tension
Anger Vs. Guilt
Motivation

29. Equity Theory (cont’d) Choices for dealing with inequity
Change inputs (slack off)
Change outcomes (increase output)
Distort/change perceptions of self
Distort/change perceptions of others
Choose a different referent person
Leave the field (quit the job)

30. Equity Theory… Propositions relating to inequitable pay
Over rewarded hourly employees
produce more than equitably rewarded employees.
Over rewarded piece-work employees
produce less, but do higher quality piece work.
Under rewarded hourly employees
produce less/lower quality work.
Under rewarded piece-work employees
produce larger quantities of lower-quality piece work than equitably rewarded employees.
Tolerance
Pay & Benefits

31. Three types of Justice
Distributive Justice- Perceived fairness of the outcome (the final distribution).
“Who got what?”
Interactional Justice- The degree to which one is treated with dignity and respect.
“Was I treated well?”
Procedural Justice- The perceived fairness of the process used to determine the outcome (the final distribution).
“How was who gets what decided?”
Managers on Bad news
Openly Share information
Focus the actions

32. Traditional
Explanation
Current
Perception
Self-serving bias

33. Ethical Values and Behaviors of Leaders
Expectancy Theory
Bottom line
All three links between the boxes must be intact or motivation will not occur. Thus,
Individuals must feel that if they try, they can perform And
If they perform, they will be rewarded And
When they are rewarded, the reward will be something they care about

34. Chapter Check-Up: Motivation
Rumana’s boss starts out the day each morning saying, “Bet you wish you didn’t have to be here, huh?” Knowing this, which theory gives us insight as to why Rumana may not be motivated at work?

35. Chapter Check-Up: Motivation
Would a gym membership be considered a motivator or hygiene factor, according to Herzberg?

36. Chapter Check-Up: Motivation
If you study really hard and only get a B on an exam, but your classmate barely studies at all and gets an A, what theory will help explain why you feel less motivated to go to class?

37. Chapter Check-Up: Motivation
What theory would say that this man, who knows he works hard and is performing well, will be motivated by a gym membership for being a high performer?

38. Quiz on Ch 5- Ch6 No Homework! 11th & 12th March The Quiz with 101 Q
75 MCQs
25 SQ

39. Mid 2 on 28th Mar
Chapter 4-8
60 mins/ 25 Q

40. Term Group Project- topics Due April 9th
Find an OB problem in a local organization
Use surveys …. To validate problem
Do the project- find guidelines at the project site