0. Organizational Behavior.
CHAPTER SEVEN
Organizational Behavior. BY
Mrs. Rand Omran Alastal

1. 7
Motivation Concepts

2. After studying this chapter you should be able to:
Describe the three key elements of motivation
Identify early theories of motivation and evaluate their applicability today.
Apply the predictions of self determination theory to intrinsic and extrinsic rewards
Understand the implications of employee engagement for management
Compare and contrast goal setting theory and management by objectives
Contrast reinforcement theory and goal setting theory
Demonstrate how organizational justice is a reinforcement of equity theory
Apply the key tenants of expectancy theory to motivating employees
Compare contemporary theories of motivation
L E A R N I N G O B J E C T I V E S

3. content 1. What is motivation? 2. Early theories of motivation
3. Contemporary theories of motivation
4. Integrating contemporary theories of motivation.
5. Summary and implications for managers

4. Definition of motivation:
1. What is motivation?
Definition of motivation:
The process that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.

5. 2. Early theories of motivation
Maslow’s hierarchy of needs:
Abraham Maslow's hierarchy of five needs:
Physiological- hunger, thirst, love
Safety- security, protection from harm
Social- affection, acceptance , friendship.
Esteem-, status, recognition, attention.
self actualization – growth, our potential, self fulfillment.
in which as each need is substantially satisfied, the next need becomes dominant.

6. Maslow’s hierarchy of needs

7. 1. Lower order need:
Need that are satisfied externally such as: physiological and safety needs.
2. Higher order need:
Needs that are satisfied internally, such as social, esteem, and self actualization needs.
3. Theory X:
The assumption that employees dislike work, are lazy responsibility, and must be coerced to perform.
4. Theory Y:
The assumption that employees like work, are creative seek responsibility, and can exercise self direction.

8. Cont.
5. Two factor theory
A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation hygiene theory.
6. Hygiene factors:
Factors such as company policy and administration supervision and salary that when adequate in a job placate workers. When these factors are adequate people will not be dissatisfied.

9. McClelland’s theory of needs
A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
1. need for achievement
Drive to excel to achieve in relationship to a set of standards and to strive to succeed
2. need for power
The need to make others behave in a way in which they would not have behaved otherwise.
3. need for affiliation
The desire for friendly and close interpersonal relationships

10. 3. Contemporary theories of motivation
1. Self determination theory:
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effect of extrinsic motivation.
2. Cognitive evaluation theory:
A version of self determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tend to decrease the overall level of motivation if the rewards are seen as controlling

11. cont 3. Self concordance:
The degree to which people’s reasons for pursing goals are consistent with their interests and core values.
4. Job engagement:
The investment of an employee’s physical, cognitive, and emotional energies into job performance.
5. Goal – setting theory:
A theory that says that specific and difficult goals with feedback lead to higher performance.

12. cont 6. Management by objectives (MBO):
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress
7. Self efficiency:
An individual’s belief that he or she is capable of performing a task.
8. Reinforcement theory:
A theory that says that behaviour is function of its consequences
9. Social learning theory:
The view that we can learn through both observation and direct experience.

13. Cont.
10. Equity theory:
A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
What are the six choice for employees who perceive inequity?
Change input
Change output
Distort perception of self
Distort perception of others
Choose a different referent
Leave the field

14. Model of organizational justice
Distributive justice
Perceived fairness of outcome
Organizational justice
Overall perception of what is fair in the workplace
Procedural justice
Perceived fairness of process used to determine outcome
Interactional justice
Perceived degree to which one is treated with dignity and respect

15. Individual performance Organizational rewards
Expectancy Theory.
Individual effort
Individual performance
Organizational rewards
Personal goals

16. 4. Integrating contemporary theories of motivation.
High achievements
Job design
Equity comparison org. justice
opportunity
ability
Performance
Evaluation criteria
Individual effort
Individual performance
Organizational rewards
Personal goals
Objective performance evaluation system
reinforcement
Dominant needs
Goals directed behaviour

17. 5. Summary and Managerial Implications
1. review the most established to determine their relevance in explaining turnover, productivity and outcomes
2. Assess to predictive power of each
Need theories
Self determination theory
Goal setting theory
Reinforcement theory
Equity theory / organizational theory
Expectancy theory.
Perceptions play a critical role in how people view the situation and how they act. Managers must work on managing perceptions and incorporate them into their understanding of the workplace. Individual decision making is also an important aspect in the workplace. In decision making most people use bounded rationality or satisfice. Managers should incorporate traditional methods with intuition and creativity to make better decisions.