Chapter 7

Basic Motivation
Concepts
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
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E D I T I O N

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.
Generally motivation is concerned with effort toward
any goal.
In OB, motivation is concerned with effort toward
organizational 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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Defining
Defining Motivation
Motivation
There are many theories on motivation.
These theories can be classified into the
following two groups:
Early theories of Motivation
Contemporary theories of Motivation.

63

Early
Early Theories
Theories of
of Motivation
Motivation
Early
EarlyTheories
Theoriesof
ofMotivation
Motivation
1.
1. Hierarchy
Hierarchyof
ofNeeds
NeedsTheory
Theory
2.
2.
3.
3.

Theory
TheoryXXand
andTheory
TheoryYY
Two-Factor
Two-FactorTheory
Theory

4.
4. McClellands
McClellandsTheory
Theoryof
ofNeeds
Needs

64

Contemporary
Contemporary Theories
Theories of
of Motivation
Motivation
Contemporary
ContemporaryTheories
Theoriesof
ofMotivation
Motivation
1.
1. Self-Determination
Self-DeterminationTheory
Theory
2.
2.
3.
3.

Goal-Setting
Goal-SettingTheory
Theory
Self-Efficacy
Self-EfficacyTheory
Theory

4.
4.
5.
5.

Reinforcement
ReinforcementTheory
Theory
Equity
EquityTheory/Organizational
Theory/OrganizationalJustice
Justice

6.
6. Expectancy
ExpectancyTheory
Theory

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Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five needs
physiological, 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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66

Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)

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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 selfdirection and self-control when committed to a goal.

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68

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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69

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.

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610

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.
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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

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

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 goalsperformance
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 task.
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614

Reinforcement
Reinforcement Theory
Theory
The assumption that behavior is a function of its
consequences.

Concepts:
Concepts:
Behavior
Behavioris
isenvironmentally
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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615

Job
Job Design
Design Theory
Theory
Job Characteristics
Model
Identifies five job
characteristics and
their relationship to
personal and work
outcomes.

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Characteristics:
Characteristics:
1.1. Skill
Skillvariety
variety
2.2.
3.3.

Task
Taskidentity
identity
Task
Tasksignificance
significance

4.4.
5.5.

Autonomy
Autonomy
Feedback
Feedback

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Job
Job Design
Design Theory
Theory (contd)
(contd)
Job Characteristics Model
Jobs with skill variety, task identity, task
significance, autonomy, and for which feedback of
results is given, directly affect three psychological
states of employees:
Knowledge of results
Meaningfulness of work
Personal feelings of responsibility for results

Increases in these psychological states result in

increased motivation, performance, and job
satisfaction.

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617

Job
Job Design
Design Theory
Theory (contd)
(contd)
Skill Variety
The degree to which a job requires a variety
of different activities.
Task Identity
The degree to which the job requires
completion of a whole and identifiable piece
of work.
Task Significance
The degree to which the job has a substantial
impact on the lives or work of other people.
2005 Prentice Hall Inc. All rights reserved.

618

Job
Job Design
Design Theory
Theory (contd)
(contd)
Autonomy
The degree to which the job provides
substantial freedom and discretion to the
individual in scheduling the work and in
determining the procedures to be used in
carrying it out.
Feedback
The degree to which carrying out the work
activities required by a job results in the
individual obtaining direct and clear
information about the effectiveness of his or
her performance.
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619

Computing
Computing aa Motivating
Motivating Potential
Potential Score
Score
People
Peoplewho
whowork
workon
onjobs
jobswith
withhigh
highcore
coredimensions
dimensionsare
are
generally
generallymore
moremotivated,
motivated,satisfied,
satisfied,and
andproductive.
productive.
Job
Jobdimensions
dimensionsoperate
operatethrough
throughthe
thepsychological
psychologicalstates
statesinin
influencing
influencingpersonal
personaland
andwork
workoutcome
outcomevariables
variablesrather
rather
than
thaninfluencing
influencingthem
themdirectly.
directly.

2005 Prentice Hall Inc. All rights reserved.

620

Job
Job Design
Design Theory
Theory (contd)
(contd)
Social Information Processing (SIP) Model
The fact that people respond to their jobs as
they perceive them rather than to the
objective jobs themselves.
Concept:
Concept:
Employee
Employeeattitudes
attitudesand
andbehaviors
behaviorsare
are
responses
responsesto
tosocial
socialcues
cuesby
byothers.
others.

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621

Social
Social Information
Information Processing
Processing Model
Model (SIP)
(SIP)
Concepts of the SIP Model
Employees adopt attitudes and behaviors in
response to the social cues provided by others
(e.g., coworkers) with whom they have contact.
Employees perception of the characteristics of
their jobs is as important as the actual
characteristics of their jobs.

2005 Prentice Hall Inc. All rights reserved.

622

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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Equity
Equity Theory
Theory (contd)
(contd)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2.
3.3.

Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
Distort/change
Distort/changeperceptions
perceptionsof
ofself
self

4.4.
5.5.

Distort/change
Distort/changeperceptions
perceptionsof
ofothers
others
Choose
Chooseaadifferent
differentreferent
referentperson
person

6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)

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624

Equity
Equity Theory
Theory (contd)
(contd)
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.
1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
produce
more
morethan
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.
2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employees
produce
produceless,
less,but
butdo
dohigher
higherquality
qualitypiece
piece
work.
work.
3.
3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.
4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees
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625

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.

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626

Equity
Equity Theory
Theory (contd)
(contd)

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627

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.

2005 Prentice Hall Inc. All rights reserved.

628

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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629