motivation organizational behaviour lecture no. 13 zain ul abideen 2

Motivation

Organizational Behaviour

Lecture No. 13

Zain Ul Abideen

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Leaders are Readers

Peter DruckerThe Effective Executive (1967)

“Morale in an organization does not mean that “people get along together”; the test is performance, not conformance.”

Why are people motivated to do those things? VIDEO

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Elements of Work Motivation

Direction of Behavior

When faced with obstacleshow hard does a person keep

trying to perform achosen behavior successfully?

How hard does a person work to perform a chosen behavior?

Which behaviors does aperson choose to perform

In an organization?

Level of Effort

Level of Persistence

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MotivationDirectly or Indirectly Dominates Organizational

BehaviorPersonality….motivational propensitiesPsychological contractsGoal Setting TheoryO.B. ModificationCompensationSocial Identity Theory

WHY do people do what they do?What drives motivation to engage, motivation

to withdraw, motivation to perform, motivation to quit?

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Discuss

Motivation is rarely the core issueAbilitiesJob DesignTools at WorkLeadership

All problems are not solved by having motivated employees

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The Process of Motivation

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Individual Approaches

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Primary MotivesHuman motives are variously called physiological, biological, unlearned, or primary.

Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based.

Even though the brain pathways will be developed in different ways and people develop different appetites for the various physiological motives, they will all have essentially the same primary needs.

What are some examples of Primary Motives?

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General and Secondary Motives

General MotivesThe Curiosity, Manipulation, and Activity MotivesThe Affection Motive

Secondary MotivesThe Power MotiveThe Achievement MotiveThe Affiliation MotiveThe Security MotiveThe Status Motive Intrinsic versus Extrinsic Motives Intrinsic- Behavior for it’s own sakeExtrinsic- Based on acquisition of material or social

rewards

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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.

(e.g., from psychology to Org Behavior)

From Individual to Work Motivation Approaches

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Work-Motivation Approaches

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Content Theories of Motivation

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Motivation–Hygiene Theory of Motivation

Hygiene factors avoid job dissatisfaction

• Company policy & administration

• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security

• Achievement• Achievement recognition • Work itself• Responsibility• Advancement• Growth

• Salary?

Motivation factors increase job satisfaction

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The Content Theories of Work Motivation

(Continued)

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Process Theories of Motivation

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Vroom’s Expectancy Theory of Motivation: Key Constructs

Valence: Value or importance placed on a particular reward

Instrumentality: Belief that performance is related to rewards

Expectancy: Belief that effort leads to performance

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Expectancy Model of Motivation

Performance(Instrumentality)

Reward(Valence)

EffortEffort(Expectancy)

Perceived effort–performance probability

Perceived value of reward

Perceived performance– reward probability

“If I work hard,will I get the jobdone?”

“What rewardswill I get when the job is well done?”

“What rewardsdo I value?”

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Adams’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

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Motivational Theory of Social Exchange

Equity Outcomes = Outcomes Inputs Inputs

Negative Outcomes < Outcomes Inequity Inputs Inputs

Positive Outcomes > Outcomes Inequity Inputs Inputs

Person Comparison other

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Strategies for Resolution of Inequity

Alter the person’s outcomesAlter the person’s inputsAlter the comparison other’s outputsAlter the comparison other’s inputsChange who is used as a comparison

otherRationalize the inequityLeave the organizational situation

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New Perspectives on Equity TheoryEquity Sensitive

I prefer an equity ratio equal to that of my comparison other

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New Perspectives on Equity Theory

Benevolent I am comfortable with an equity ratio less than that of my comparison other

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New Perspectives on Equity TheoryEntitled

I am comfortable with an equity ratio greater than that of my comparison other

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Equity Theory and JusticeEquity Theory Involves a Perception of Distributive JusticeDistributive Justice

Perceived fairness in the distribution of outcomes.Procedural Justice

Perceived fairness of the procedures used to make decisions about the distribution of outcomes (NOT distribution of outcomes)

Greenberg 2008 SIOP ConferenceProcedural justice can substitute for distributive justiceOne type of justice is not necessarily more important

than the other…but one must be present.

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Thanks to Allah

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