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kristophergalley_unit_5_powerpoint.ppt*
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INTRODUCTION
- Motivation is the result of the interaction of the individual and the situation.
- Individuals differ in their basic motivational drive.
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- The level of motivation varies both between individuals and within individuals at different times.
- “Motivation is a process that starts with a physiological or psychological deficiency or need that activates a behaviour or a drive that is aimed at a goal or incentive.”
Definition
- The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal – specifically, an organizational goal.
Organizational Behavior
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- Three key elements:
- Intensity – how hard a person tries
- Direction – effort that is channeled toward, and consistent with, organizational goals
- Persistence – how long a person can maintain effort
Organizational Behavior
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What Is Motivation?
- The individual internal process that energizes, directs, and sustains behavior; the personal “force” that causes us to behave in a particular way
Organizational Behavior
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Work Motivation
- Theories of Work Motivation
- Internal (Content) Theories
- Identify factors within an individual that energize, direct, sustain, and stop behavior.
- External (Process) Theories
- Describe how personal and situational (environmental) factors interact and influence each other to produce certain kinds of behavior
Organizational Behavior
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Theories of Motivation
- Content Theories
- Identify internal factors influencing motivation
- Maslow’s Need Hierarchy
- Alderfer’s ERG
- McClelland’s Need
- Herzberg’s Motivator-Hygiene
- Process Theories
- Identify the process by which internal factors and cognitions influence motivation
- Adam’s Equity
- Vroom’s Expectancy
- Goal Setting Theory
Adams’ Equity Theory
- Employees compare their ratios of outcomes-to-inputs of relevant others.
- When ratios are equal: state of equity exists – there is no tension as the situation is considered fair
- When ratios are unequal: tension exists due to unfairness
- Under rewarded states cause anger
- Over rewarded states cause guilt
- Tension motivates people to act to bring their situation into equity
Organizational Behavior
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Early Theories of Motivation
These early theories may not be valid, but they do form the basis for contemporary theories and are still used by practicing managers.
- Maslow’s Hierarchy of Needs Theory
- Alderfer’s ERG (Existence, Relatedness, and Growth)
- McGregor’s Theory X and Theory Y
- Herzberg’s Two-Factor Theory
- McClelland’s Theory of Needs
Organizational Behavior
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Organizational Behavior
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Key Factors in Equity Assessment
Equity Theory’s “Relevant Others”
- Can be four different situations:
Self-Inside
- The person’s experience in a different job in the same organization
Self-Outside
- The person’s experience in a different job in a different organization
Other-Inside
- Another individual or group within the organization
Other-Outside
- Another individual or group outside of the organization
Organizational Behavior
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Reactions to Inequity
- Employee behaviors to create equity:
- Change inputs (slack off)
- Change outcomes (increase output)
- Distort/change perceptions of self
- Distort/change perceptions of others
- Choose a different referent person
- Leave the field (quit the job)
- Propositions relating to inequitable pay:
- Paid by time:
- Overrewarded employees produce more
- Underrewarded employees produce less with low quality
- Paid by quality:
- Overrewarded employees give higher quality
- Underrewarded employees make more of low quality
Organizational Behavior
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