2. Organizational Behaviour

3. Presented to Sir Tisman Pasha Presented by Muhammad Taha Khan 07-06

4. Contemporary Theories of Motivation

5. INTRODUCTION
Motivation is the result of the interaction of the individual and the situation.
Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.
The level of motivation varies both between individuals and within individuals at different times.
Motivation works best when individual needs are Motivation works best when individual needs are compatible with organizational goals.

6. EARLY THEORIES OF MOTIVATION
Hierarchy of needs theory
Theories X and Y
The two-factor theory.
They represent a foundation from which contemporary theories have grown.

7. Contemporary Theories of Motivation
Mc Clelland’s Theory of Needs
Cognitive Evaluation theory
Goal-Setting Theory
Self-Efficacy Theory

8. McClelland’s Theory of Needs
There are three major acquired needs that are major motives in work.
Need for achievement (nAch)
The drive to excel and succeed
Need for power (nPow)
The need to influence the behavior of others
Need of affiliation (nAff)
The desire for interpersonal relationships

10. Cognitive Evaluation Theory
Introduction of extrinsic rewards for work effort that was previously intrinsically rewarding tends to decrease overall motivation.
When extrinsic rewards are given to someone for performing an interesting task, it causes intrinsic interest in the task itself to decline.
Extrinsic rewards that are verbal increase intrinsic motivation.
Self-Concordance

11. GOAL-SETTING THEORY
Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals.
Goals tell an employee what needs to be done and how much effort will need to be expended.
An individual is committed to the goal when he believes he can achieve the goal, and wants to achieve it.

12. Goal Setting Theory

13. MBO PROGRAMS Putting Goal-Setting Theory into Practice
Converting overall organizational objectives into specific objectives for organizational units and individual members.
Four ingredients common to MBO programs:
Goal specification.
Participation in decision making.
An explicit time period.
Performance feedback.
Failures may come from:
Unrealistic expectations regarding results.
Lack of commitment by top management.
Cultural incompatibilities.

14. Self-Efficacy Theory
Refers to an individual’s belief that he or she is capable of performing a task.
Individuals with high self-efficacy seem to respond to negative feedback with increased effort and motivation s compared to those with low self-efficacy.

15. Ways to Increase Self-Efficacy
Four ways to increase self-efficacy
Enactive mastery
Vicarious modeling
Verbal persuasion
Arousal

16. Joint Effects of Goals & Self-Efficacy on Performance
Individual has confidence that given level of performance will be attained
(Self-Efficacy)
Individual has higher level of job or task performance
Manager Sets difficult, specific goals for job or task
Individual sets higher personal (self-set) goals for their performance

17. Any Queries???