1. Chapter 5 Organizational Behavior Nelson & Quick, 6th edition
Motivation
at Work
Chapter 5 Organizational Behavior Nelson & Quick, 6th edition

2. Definition of Motivation
Motivation - the process of arousing and sustaining goal-directed behavior
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3. Early Philosophers Internal Motivational Theories
Max Weber
work contributes to salvation
Protestant work ethic
Sigmund Freud - Psychoanalysis
delve into the unconscious mind to better understand a person’s motives and needs 7 7 7 3 5 7

4. Early Philosophers External Motivational Theories
Adam Smith
“Enlightened” self-interest; that which is in the best interest and benefit to the individual and to other people
Technology is a labor productivity multiplier
Frederick Taylor
Founder of scientific management
Emphasized cooperation between management and labor to enlarge profits 7 7 7 3 5 7

5. Employee Recognition and Ownership
Built on Smith and Taylor’s theories
Emphasize external incentives
Aimed at reducing turnover; building commitment
“Feelings of ownership” increases organizational citizenship behavior (includes both psychological needs and external incentives)
Employee
Of the
Month
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6. Maslow’s Hierarchy of Needs
Need hierarchy -
theory that behavior is determined by a
progression of physical, social, and psychological needs SA
Lowest to highest order
Esteem
Love (Social)
Safety & Security
Physiological 2 5 2 2 4 6

7. Motivational Theories X & Y
Theory X
A set of assumptions of how to manage individuals who are motivated by lower order needs
Theory Y
A set of assumptions of how to manage individuals who are motivated by higher order needs.

8. Human Needs, Theory X, and Theory YSA
Esteem
Theory Y
Love (Social)
Safety & Security
Theory X
Physiological 2 5 2 2 7 5

9. McGregor’s Assumptions About People Based on Theory X
McGregor’s Assumptions About People Based on Theory X
Naturally indolent
Lack ambition, dislike responsibility, and prefer to be led
Inherently self-centered and indifferent to organizational needs
Naturally resistant to change
Gullible, not bright, ready dupes
SOURCE: Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.
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10. McGregor’s Assumptions About People Based on Theory Y
McGregor’s Assumptions About People Based on Theory Y
Passive and resistant behaviors not inherent: result of organizational experience
People possess
Motivation
Development potential
Capacity for assuming responsibility
Readiness to direct behavior toward organizational goals
SOURCE: Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved.
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11. McGregor’s Assumptions About People Based on Theory Y
Management’s task - arrange conditions and operational methods so people can achieve their own goals by directing efforts to organizational goals
Individual’s goals
Organization’s goals
SOURCE: Adapted from Table 5.1 which is from “The Human Side of Enterprise” by Douglas M. McGregor, reprinted from Management Review, November Copyright 1957 American Management Association International. Reprinted by permission of American Management Association International, New York, NY. All rights reserved. 8 9

12. Alderfer’s ERG Theory Growth Relatedness Existence SA EsteemSA
Growth
Esteem
Relatedness
Love (Social)
Safety & Security
Existence
Physiological 10

13. McClelland’s Need Theory: Need for Achievement
McClelland’s Need Theory: Need for Achievement
Need for Achievement - a manifest (easily perceived) need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties
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14. McClelland’s Need Theory: Need for Power
McClelland’s Need Theory: Need for Power
Need for Power - a manifest (easily perceived) need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make
a difference in life
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15. McClelland’s Need Theory: Need for Affiliation
McClelland’s Need Theory: Need for Affiliation
Need for Affiliation - a manifest (easily perceived) need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people
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16. 3 Motivational Need Theories
Maslow
McGregor
Alderfer
McClelland
Self-actualization
Growth
Need for
Achievement
Esteem
self
interpersonal
Higher
Order
Needs
Need for
Power
Theory Y
Belongingness (social & love)
Relatedness
Need for
Affiliation
Safety & Security interpersonal
physical
Lower
Order
Needs
Theory X
Existence
Physiological
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17. Herzberg’s Two-Factor Theory
Motivation Factor -
work condition related to the satisfaction of the need for psychological growth
job enrichment
leads to superior performance & effort 9 11

18. Herzberg’s Two-Factor Theory
Hygiene Factor -
work condition related to dissatisfaction caused by discomfort or pain
maintenance factor
contributes to employee’s feeling not dissatisfied
contributes to absence of complaints 9 11

19. Motivation-Hygiene Theory of Motivation
Achievement
Achievement recognition
Work itself
Responsibility
Advancement
Growth
Salary?
Motivation factors increase job satisfaction
Company policy & administration
Supervision
Interpersonal relations
Working conditions
Salary
Status
Security
Hygiene factors avoid
job dissatisfaction
SOURCE: Adapted from Frederick Herzberg, The Managerial Choice: To be Efficient or to Be Human. (Salt Lake City: Olympus, 1982). Reprinted by permission. 10 13

20. Motivation-Hygiene Combinations
Motivation-Hygiene Combinations
(Motivation = M, Hygiene = H) 14

21. Questions on Herzberg’s Theory
Is salary a hygiene or a motivational factor?
What role do individual differences (age, sex, social status, education) play?
What role do intrinsic job factors (work flow process) play?

22. New Ideas in Human Motivation: Eustress, Strength, Hope
New Ideas in Human Motivation: Eustress, Strength, Hope
Eustress – healthy, normal stress
Opportunities
Challenges
Energy
Obstacles
Barriers
Frustration

23. New Ideas in Human Motivation: Positive Energy & Full Engagement
Expend
Energy
Renewal
and
Recovery
Build Positive
Management of
Energy

24. Social Exchange & Equity Theory
Social Exchange & Equity Theory
Equity theory focuses on individual-environment interaction
Concerned with social processes
Etzioni—calculated working relationships
Both parties have demands
Both parties make contributions
Expect fair, equitable, ethical treatment

25. Individual—Organizational Exchange Relationship
Individual—Organizational Exchange Relationship
Organization
Individual
Organizational goals
Departmental objectives
Job tasks
Physiological needs
Security needs
Physical needs
Company status
Benefits
Income
Developmental potential
Employee knowledge
Employee skills and abilities
Demands
Contributions
SOURCE: J. P. Campbell, M. D. Dunnette, E. E. Lawler, III. And K. E. Weick, Jr. Managerial Behavior. Performance and Effectiveness (New York: McGraw-Hill, Inc., Reproduced with permission from McGraw-Hill, Inc.

26. Adam’s Theory of Inequity
Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

27. Equity and Inequity at Work
Person Comparison
other
Equity Outcomes = Outcomes Inputs Inputs
Negative Outcomes < Outcomes Inequity Inputs Inputs
Positive Outcomes > Outcomes Inequity Inputs Inputs
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28. Strategies for Resolution of Inequity
Alter the person’s outcomes
Alter the person’s inputs
Alter the comparison other’s outputs
Alter the comparison other’s inputs
Change who is used as a comparison other
Rationalize the inequity
Leave the organizational situation 7 7 7 3 20 7

29. New Perspectives on Equity Theory
New Perspectives on Equity Theory
I prefer an equity ratio equal to that of my comparison other
Equity Sensitive
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30. New Perspectives on Equity Theory
New Perspectives on Equity Theory
I am comfortable with an equity ratio less than that of my comparison other
Benevolent
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31. New Perspectives on Equity Theory
New Perspectives on Equity Theory
Entitled
I am comfortable with an equity ratio greater than that of my comparison other
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32. Expectancy Theory of Motivation: Key Constructs
Expectancy Theory of Motivation: Key Constructs
Valence - value or importance placed on a particular reward
Expectancy - belief that effort leads to performance
Instrumentality - belief that performance is related to rewards 24

33. Expectancy Model of Motivation
Effort
Performance
Reward
Perceived effort -
performance
probability
Perceived
performance -
reward probability
Perceived value
of rewards
“What are my chances of getting the job done if I put forth the necessary effort?”
“What are my chances of getting the rewards I value if I satisfactorily complete the job?”
“What rewards do I value?” 25

34. 3 Causes of Motivational Problems
3 Causes of Motivational Problems
Belief that effort will not result in performance
Belief that performance will not result in rewards
The value a person places on, or the preference a person has for, certain rewards

35. Moral Maturity
Moral Maturity - the measure of a person’s cognitive moral development
Morally mature people behave and act based on universal ethical principles.
Morally immature people behave and act based on egocentric motivations.
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36. Cultural Differences Motivational theories are culturally bound
Motivational theories are culturally bound
Research results differ among cultures
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37. Ways to Motivate People
Training
Coaching
Task assignments
Rewards contingent on good performance
Valued rewards available
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38. For Love of the Game Video Clip
Chapter 5: Reflect & Discuss
For Love of the Game Video Clip
What to Watch for and Ask Yourself
At what level are Billy Chapel’s esteem needs at this point in the game?
Do you expect Gus Sinski’s talk to have any effect on Chapel? If it will, what effect do you expect it to have?
What rewards potentially exist for Billy Chapel? Remember, this is the last baseball game of his career.
For Love of the Game
Billy Chapel (Kevin Costner), a 20-year veteran pitcher for the Detroit Tigers, learns just before the season’s last game that the team’s new owners want to trade him. He also learns that his partner, Jane Aubrey (Kelly Preston), intends to leave him. Faced with these daunting blows, Chapel wants to pitch a perfect final game. Director Raimi’s love of baseball shines through in some striking visual effects.
The scene from For Love of the Game is a slightly edited version of the “Just Throw” sequence that begins the film’s exciting closing scenes. In this scene, Tiger’s catcher Gus Sinski (John C. Reilly) comes out to the pitching mound to talk to Billy. It is the beginning of Chapel’s last game.
What to Watch for and Ask Yourself
At what level are Billy Chapel’s esteem needs at this point in the game?
Do you expect Gus Sinski’s talk to have any effect on Chapel? If it will, what effect do you expect it to have?
What rewards potentially exist for Billy Chapel? Remember, this is the last baseball game of his career.