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UGB111

ORGANIZATION STUDIES

Module 4:

Motivation

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Learning Objectives

At the end of this lecture, students should be able

to:

To expose students to various motivation theories thatare important in motivating employees.

To identify the motivational benefits of intrinsic rewards.

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Learning Outcomes

At the end of this lecture, students should be able to:

Analyze the relationship between motivation and job

performance.

Apply motivation theories in rewards and job design.

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Needs and expectations of People at Work

1. Economic rewardsuch as pay, fringe benefits,pension rights, material goods and security. This is an

instrumentalorientation to work.

2. Intrinsic satisfactionderived from the nature of the

work itself, interest in the job, and personal growth and

development. This is a personalorientation to work and

concerned with oneself.

3. Social relationshipsuch as friendships, groupworking and the desire for affiliation, status and

dependency. This is a relationalorientation to work and

concerned with other people.

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An Overview of Main Theories of Work

Motivation

Content Theories

Process Theories

Emphasis on what motivates individuals.

Maslows Hierarchy of Needs Theory

Herzbergs Two-Factor Theory

McClellans Achievement Motivation Theory

Emphasis on actual process of motivation

Cognitive Evaluation Theory

Goal-Setting Theory

Equity Theory

Expectancy Theory

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1. Maslows Hierarchy of Needs Theory

Higher

level of

needs

Lowerlevel of

needs
http://www.google.com.my/url?sa=i&rct=j&q=maslow+hierarchy+of+needs&source=images&cd=&cad=rja&docid=N4ZdidAMWxHgEM&tbnid=yE0MX1oE4t59yM:&ved=0CAUQjRw&url=http%3A%2F%2Fwww.simplypsychology.org%2Fmaslow.html&ei=6m0nUYGUG8aiigeMooGIBg&bvm=bv.42768644,d.bmk&psig=AFQjCNGqlpAIJUDBmVkFfDDWv4FWGV1QFQ&ust=1361624596958595

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1. Maslows Hierarchy of Needs Theory

Needs Levels General Rewards Organizational Factors

Physiological Food, Water, Sex,

Shelter

Pay

Pleasant working conditions

Cafeteria

Safety Safety, Security,

Stability, Protection

Safe working conditions

Job security

Social Love, Affection,

Belongingness

Cohesive work group

Friendly supervision

Professional associations

Esteem Self-esteem, Self-

respect, Prestige,Status

Social recognition

Job titleHigh-status job

Feedback from the job itself

Self-

actualization

Growth, Advancement,

Creativity

Challenging job

Advancement in the organization

Achievement in work

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2. Herzbergs Two-Factor Theory

Pay

Job security Working conditions

Level and quality of

supervision

Company policies

InterpersonalRelations

Hygiene Factors

Promotional opportunities

Opportunities for

personal growth

Recognition

Responsibility

Sense of Achievement

Motivation Factors

The Dissatisfiers The Satisfiers

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2. Herzbergs Two-Factor Theory

Basic salary and incentive benefits does not motivateemployee, however its absence will causedissatisfaction to the employee.

Motivator factors (personal growth opportunities,

recognition) are strong contributors to higher jobsatisfaction.

Hence, organization should emphasize on settingadequate basic salary and incentives that meet hygiene

needs of employee. Additionally, organization should incorporate

performance-based-pay, promotion opportunities, jobrecognitions as key motivator.

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3. McClelland's Theory of Needs

Need for Achievement (nAch)

The drive to excel

Need for Power (nPow)

The need to make others behave in a way they would

not have behaved otherwise

Need for Affiliation (nAff)

The desire for friendly and close interpersonal

relationships

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3. McClelland's High Achievers

High achievers prefer jobs with:

Personal responsibility

Feedback

Intermediate degree of risk (50/50)

High achievers are not necessarily goodmanagers

High nPow and low nAff isrelated to managerial success

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5. Goal-Setting Theory

Goals increase performance when the goals are: Specific

Difficult, but accepted by employees

Accompanied by feedback (especially self-generated feedback)

Contingencies in goal-setting theory:

Goal Commitmentpublic goals better!

Task Characteristicssimple & familiar better! National CultureWestern culture suits best!

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5. Goal-Setting Theory

Values

Emotions

anddesires

Goals and

intentions

Responses oractionsWork

behavior andperformance

Consequence

or feedback

Goal Difficulty

Level of Commitment

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6. Equity Theory

Persons outcomes Others Outcomes

Inputs Inputs

Persons outcomes Others OutcomesInputs Inputs

PerceivedInequity Tension Motivation

Changes to

inputs

Changes to

outcomes

Cognitive

distortion

Acting on

others

Changing

the object of

comparison

Leaving

the field

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6. Equity Theory and Reactions to Inequitable

Pay

Employees are:Paid by:

Piece Time

Over-Rewarded

Will produce

fewer, but higher-

quality units

Will produce

more

Under-

Rewarded

Produce largenumber of low

quality units

Produce lessoutput or output

of poorer quality

Employee react ions in c ompar ison to equi tably-paid emplo yees

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6. Equity Theory: Forms of Justice

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7. Expectancy Theory

Three key relationships:1. Effort-Performance: perceived probability that

exerting effort leads to successful performance

2. Performance-Reward: the belief that successful

performance leads to desired outcome3. Rewards-Personal Goals: the attractiveness of

organizational outcome (reward) to the individual

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7. The Expectancy Model of Motivation

Environment

Motivation Effort Performance

Ability

Outcome

Outcome

Outcome

Valence

Outcome Valence

Outcome Valence

Valence

Valence

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Use rewards appropriate in terms of individual

performance.

Establish clear procedures for the evaluation of

individual levels of performance.

Minimize undesirable outcomes that may effect result of

performance, i.e industrial accidents or sanctions from

co-workers.

7. Expectancy Theory

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The Job Characteristics Model

Source: J.R. Hackman and G.R. Oldham, Work Design (excerpted from pp. 7880). 1980 by

Addison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-Wesley Longman,Inc.

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REFERENCES

Main text:

Robbins, S & Judge, T (2012). Organizational Behavior, 15 edn, Prentice-

Hall, US.

Supplementary text:

McShane, S.L. & Von Glinow, M.A. (2008). Organizational Behavior, 4 edn,

McGraw-Hill, US.

Jennifer, M.G. & Gareth, R.J. (2011).Understanding and Managing

Organizational Behavior, 6 edn, Prentice-Hall, US.

Buelens, M., Sinding, K. & Waldstrom, C. (2011). Organizational Behavior,

4 edn, McGraw-Hill.

Newstrom, J.W. (2007). Human Behavior at Work, McGraw-Hill

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