ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook Basic Motivation Concepts Chapter 6 Organizational Behavior Stephen P. Robbins

Defined as the psychological forces within a person that determine: Persistence DirectionIntensity

Unsatisfied Need Unsatisfied Need Tension Satisfied need Drivers Search Behavior Reduction of tension

Content: Profile different needs that may motivate individual behavior. Reinforcement: Emphasize the means through which operant conditioning takes place. Process: Seek to understand the thought processes that determine behavior.

Murray’s Manifest and Latent Needs A manifest need is a desire that has been activated by a stimulus or cue. Latent needs are those desires that lie dormant as a result of lack of stimulation by the environment.

Maslow’s hierarchy of needs Self – actualisation Esteem Social Safety Physiological

The Proposed Chinese Needs Hierarchy

Alderfer’s ERG Approach

Herzberg’s Motivation and Hygiene Factors Dissatisfaction and demotivation Not dissatisfied but not motivated Positive satisfaction and motivation

Hygiene Factors Motivator Herzberg

Contrasting Views of Satisfaction and Dissatisfaction SatisfactionDissatisfaction Traditional view SatisfactionNo satisfaction Herzberg's view No dissatisfactionDissatisfaction Hygiene Factors Motivators

Reinforcement Theory Reinforcement, is the administration of a consequence as a result of behavior.

Cognitive Evaluation Theory Goal-Setting Theory Equity Theory Expectancy Theory Cognitive Evaluation Theory Goal-Setting Theory Equity Theory Expectancy Theory

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, and threat of punishment.

Simply says that if you add an extrinsic reward to a behavior that was done by a person who already feels intrinsically rewarded will often decrease that person’s motivation to continue that behavior in the long run.

Goal-setting Theory Goal Proximity Difficulty Specificity Goal Proximity Difficulty Specificity

Goal-setting Theory Goal Proximity Difficulty Specificity Goal Proximity Difficulty Specificity Effects on Person Direct attention Effort Persistence Cognitive strategies Effects on Person Direct attention Effort Persistence Cognitive strategies

Goal-setting Theory Goal Proximity Difficulty Specificity Goal Proximity Difficulty Specificity Effects on Person Direct attention Effort Persistence Cognitive strategies Effects on Person Direct attention Effort Persistence Cognitive strategies

Goal-setting Theory Goal Proximity Difficulty Specificity Goal Proximity Difficulty Specificity Effects on Person Direct attention Effort Persistence Cognitive strategies Effects on Person Direct attention Effort Persistence Cognitive strategies Feedback

Equity Theory Individuals compare their job inputs & outcomes with those of others & then respond so as to eliminate any inequities Input Output Time Effort Hard work Commitment Ability Flexibility Job Security Salary Thanks Sense of achievement Development Enjoyment

Inequity Situation Decisions 1.Distort either their own or other’s inputs or outcomes 2.Behave in some way so as to induce others to change their inputs or outcomes 3.Behave in some way so as to change their own inputs or outcomes 4.Choose a different comparison referent 5.Quit their job

Inequitable payment propositions Quality Down Quantity the same or up Quality or Quantity should go up Quality or Quantity should go down Quantity the same or down Quality up Piece-Rate Basis Time Basis Employee thinks he/she is Underpaid Employee thinks he/she is Overpaid

Motivation Valence Instrumentality Expectancy =×× Individual Effort Work-related Outcomes Task Performance

Motivation Valence Instrumentality Expectancy =×× Individual Effort Work-related Outcomes Task Performance Select capable worker, train them, support them, set clear goals Identify needs, preferences, values and match them with rewards Clarify possible rewards for performance, trust, policies

References Stephen P. Robbins - Organizational Behavior Stephen P. Robbins - Essentials Of Organizational Behavior Organizational Behavior - Robert E Stevens, David L Loudon, O. Jeff Harris, Sandra J Hartman Organizational Behavior - John R. Schermerhorn, Jr.; James G. Hunt Psychology", Bernstein, Penner, Clarke-Stewart, Roy, Houghton Mifflin Company, 2006 Huseman, R.C., Hatfield, J.D. & Miles, E.W. (1987). A New Perspective on Equity Theory: The Equity Sensitivity Construct. The Academy of Management Review. 12;2: Messick, D. & Cook, K. (1983). Equity theory: psychological and sociological perspectives. Praeger. Shalley, Christina E. (April 1995), "Effects of Coaction, Expected Evaluation, and Goal Setting on Creativity and Productivity", Academy of Management Journal 38 (2): 501, retrieved Other organizational references