Chapter 6

Motivation
Concepts
ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E VTWELFTH
E N T HEDITION
E D I T I O N

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W W W . P R E N H AL L . C O M / R O B B I N S

PowerPoint Presentation
by Charlie Cook

Defining
Defining Motivation
Motivation
Motivation
The processes that account for an
individuals intensity, direction, and
persistence of effort toward attaining a goal.
Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2.
3.
3.

Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

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62

Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five
needsphysiological, safety,
social, esteem, and selfactualization; as each need is
substantially satisfied, the
next need becomes
dominant.
Self-Actualization
The drive to become what one is capable of
becoming.
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63

Maslows
Maslows Hierarchy
Hierarchy of
of Needs
Needs
Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.

Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.

Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

2005 Prentice Hall Inc. All rights reserved.

Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.

E X H I B I T 61
E X H I B I T 61
64

Assumptions
Assumptions of
of Maslows
Maslows Hierarchy
Hierarchy
Movement up the Pyramid
Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.
Individuals therefore
must move up the
hierarchy in order.

2005 Prentice Hall Inc. All rights reserved.

Maslow
MaslowApplication:
Application:
AAhomeless
homelessperson
person
will
willnot
notbe
bemotivated
motivatedto
to
meditate!
meditate!

65

Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)
Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job
satisfaction, while extrinsic factors are
associated with dissatisfaction.
Hygiene Factors
Factorssuch as company
policy and administration,
supervision, and salarythat,
when adequate in a job,
placate workers. When factors
are adequate, people will not
be dissatisfied.
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66

Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)
Bottom Line: Satisfaction and Dissatisfaction are
not Opposite Ends of the Same Thing!
Hygiene
Factors:
Salary
Work
Conditions

Separate constructs
Hygiene Factors--Extrinsic & Related to
Dissatisfaction

Company
Policies

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Motivation Factors--Intrinsic and Related

to Satisfaction

Motivators:
Achievemen
t
Responsibili
ty
Growth

67

Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
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.
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68

Having Little Ambition

Theory X

Managers See Workers As

Disliking Work
Avoiding Responsibility
Self-Directed

Theory Y

Enjoying Work

Managers See Workers As

Accepting Responsibility
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69

ERG
ERG Theory
Theory (Clayton
(Clayton Alderfer)
Alderfer)
ERG Theory
There are three groups of core needs:
existence, relatedness, and growth.
Core
CoreNeeds
Needs
Existence:
Existence:provision
provisionof
of
basic
basicmaterial
material
requirements.
requirements.
Relatedness:
Relatedness:desire
desirefor
for
relationships.
relationships.
Growth:
Growth:desire
desirefor
for
personal
development.
personal development.
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Concepts:
Concepts:
More
Morethan
thanone
oneneed
needcan
can
be
beoperative
operativeatatthe
thesame
same
time.
time.
IfIfaahigher-level
higher-levelneed
need
cannot
cannotbe
befulfilled,
fulfilled,the
the
desire
to
satisfy
a
lowerdesire to satisfy a lowerlevel
levelneed
needincreases.
increases.
610

David
David McClellands
McClellands Theory
Theory of
of Needs
Needs
Need for Achievement

Need for Affiliation

The drive to excel, to

achieve in relation to a set
of standards, to strive to
succeed.

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.

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nPow

nAch

nAff

611

Matching
Matching High
High Achievers
Achievers and
and Jobs
Jobs

E X H I B I T 64
E X H I B I T 64
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612

Cognitive
Cognitive Evaluation
Evaluation Theory
Theory
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.

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613

Reinforcement
Reinforcement Theory
Theory
Argues that behavior is a function of its
consequences.
Assumptions:
Assumptions:
Behavior
Behaviorisisenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.
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614

Equity
Equity Theory
Theory
Equity Theory
Individuals compare their job inputs and
outcomes with those of others and then
respond to eliminate any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
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615

Why
Why MBOs
MBOs Fail
Fail

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616

Justice
Justice and
and Equity
Equity Theory
Theory

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617

Equity
Equity Theory
Theory (contd)
(contd)

E X H I B I T 67
E X H I B I T 67
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618

Cascading
Cascading of
of Objectives
Objectives

E X H I B I T 71
E X H I B I T 71
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619

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

620

What
What is
is MBO?
MBO?
Management by Objectives (MBO)
A program that encompasses specific
goals, participatively set, for an explicit
time period, with feedback on goal
progress.
Key
KeyElements
Elements
1.
1. Goal
Goalspecificity
specificity
2.
2.
3.
3.

Participative
Participativedecision
decisionmaking
making
An
Anexplicit
explicittime
timeperiod
period

4.
4. Performance
Performancefeedback
feedback
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621

Linking
Linking MBO
MBO and
and Goal-Setting
Goal-Setting Theory
Theory
MBO

Goal-Setting Theory

Goal Specificity

Yes

Yes

Goal Difficulty

Yes

Yes

Feedback

Yes

Yes

Participation

Yes

No
(qualified)

2005 Prentice Hall Inc. All rights reserved.

622

Why
Why MBOs
MBOs Fail
Fail
Unrealistic expectations about MBO results
Lack of commitment by top management
Failure to allocate reward properly
Cultural incompatibilities

2005 Prentice Hall Inc. All rights reserved.

623

Equity
Equity Theory
Theory (contd)
(contd)
Distributive Justice
Perceived fairness of the
amount and allocation of
rewards among
individuals.
Procedural Justice
The perceived fairness
of the process to
determine the
distribution of
rewards.
2005 Prentice Hall Inc. All rights reserved.

624

Expectancy
Expectancy Theory
Theory
Expectancy Theory (Victor Vroom)
The strength of a tendency to act in a certain
way depends on the strength of an expectation
that the act will be followed by a given
outcome and on the attractiveness of that
outcome to the individual.

E X H I B I T 68
E X H I B I T 68
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625

Expectancy
Expectancy Theory
Theory Relationships
Relationships
EffortPerformance Relationship
The probability that exerting a given amount of
effort will lead to performance.

PerformanceReward Relationship
The belief that performing at a particular level will
lead to the attainment of a desired outcome.

RewardsPersonal Goals Relationship

The degree to which organizational rewards satisfy
an individuals goals or needs and the
attractiveness of potential rewards for the
individual.

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626