1. o r g a n i z a t i o n a l b e h a v i o r e l e v e n t h e d i t i o n

2. 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 Chapter 5 Basic Motivation Concepts

3. Highlight of Lecture No 6 1.Values and Contrast terminal and instrumental values. 2.List the dominant values in today’s workforce. 3.Identified the five value dimensions of national culture. 4.Contrast the three components of an attitude. 5.Summarized the relationship between attitudes and behavior. 6.Identified the role consistency plays in attitudes. 7.State the relationship between job satisfaction and behavior. © 2005 Prentice Hall Inc. All rights reserved.6–2

4.  Identified four employee responses to dissatisfaction  Attitudes Predisposition or a tendency to respond positively or negatively towards a certain idea, object, person, or situation.  Types of organizational commitment (affective, continuance, normative)  The theory of cognitive dissonance  Self perception theory  Employee Dissatisfaction © 2005 Prentice Hall Inc. All rights reserved.6–3

5. © 2005 Prentice Hall Inc. All rights reserved.6–4 After studying this chapter, you should be able to: 1.Outline the motivation process. 2.Describe Maslow’s need hierarchy. 3.Contrast Theory X and Theory Y. 4.Differentiate motivators from hygiene factors. 5.List the characteristics that high achievers prefer in a job. 6.Summarize the types of goals that increase performance. L E A R N I N G O B J E C T I V E S

6. © 2005 Prentice Hall Inc. All rights reserved.6–5 After studying this chapter, you should be able to: 7.Explain the job characteristics model. 8.State the impact of underrewarding employees. 9.Clarify key relationships in expectancy theory. 10.Explain how the contemporary theories of motivation complement each other. L E A R N I N G O B J E C T I V E S (cont’d)

7. © 2005 Prentice Hall Inc. All rights reserved.6–6 Defining Motivation Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

8. © 2005 Prentice Hall Inc. All rights reserved.6–7 Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory There is a hierarchy of five needs—physiological, safety, social, esteem, and self- actualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming.

9. © 2005 Prentice Hall Inc. All rights reserved.6–8 Maslow’s Hierarchy of Needs Lower-Order Needs Needs that are satisfied externally; physiological and safety needs. Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs. E X H I B I T 6–1 Source: Motivation and Personality, 2nd ed,, by A.H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

10. © 2005 Prentice Hall Inc. All rights reserved.6–9 Theory X and Theory Y (Douglas McGregor) Theory X Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform. Theory Y Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

11. © 2005 Prentice Hall Inc. All rights reserved.6–10 Two-Factor Theory (Frederick Herzberg) Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Hygiene Factors Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

12. © 2005 Prentice Hall Inc. All rights reserved.6–11 Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction E X H I B I T 6–2 Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved.

13. © 2005 Prentice Hall Inc. All rights reserved.6–12 Contrasting Views of Satisfaction and Dissatisfaction E X H I B I T 6–3

14. © 2005 Prentice Hall Inc. All rights reserved.6–13 ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. ERG Theory There are three groups of core needs: existence, relatedness, and growth.

15. © 2005 Prentice Hall Inc. All rights reserved.6–14 David McClelland’s Theory of Needs nAch nPow nAff 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. Need for Power The need to make others behave in a way that they would not have behaved otherwise.

16. © 2005 Prentice Hall Inc. All rights reserved.6–15 Matching High Achievers and Jobs E X H I B I T 6–4

17. © 2005 Prentice Hall Inc. All rights reserved.6–16 Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.

18. © 2005 Prentice Hall Inc. All rights reserved.6–17 E X H I B I T 6–5

19. © 2005 Prentice Hall Inc. All rights reserved.6–18 Goal-Setting Theory (Edwin Locke) Goal-Setting Theory The theory that specific and difficult goals, with feedback, lead to higher performance. Self-Efficacy The individual’s belief that he or she is capable of performing a task. Factors influencing the goals– performance relationship: Goal commitment, adequate self- efficacy, task characteristics, and national culture.

20. © 2005 Prentice Hall Inc. All rights reserved.6–19 Reinforcement Theory Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. The assumption that behavior is a function of its consequences.

21. Thankyou © 2005 Prentice Hall Inc. All rights reserved.6–20