eleventh edition organizational behavior stephen p robbins Chapter 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 © 2005 Prentice Hall Inc All rights reserved E D I T I O N WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation by Charlie Cook OBJECTIVES After studying this chapter, you should be able to: LEARNING Contrast Theory X and Theory Y Outline the motivation process Describe Maslow’s need hierarchy Differentiate motivators from hygiene factors List the characteristics that high achievers prefer in a job Summarize the types of goals that increase performance © 2005 Prentice Hall Inc All rights reserved 6–3 O B J E C T I V E S (cont’d) LEARNING After studying this chapter, you should be able to: Explain the job characteristics model State the impact of underrewarding employees Clarify key relationships in expectancy theory 10 Explain how the contemporary theories of motivation complement each other © 2005 Prentice Hall Inc All rights reserved 6–4 Defining Defining Motivation Motivation Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal Key KeyElements Elements 1 Intensity: Intensity:how howhard hardaaperson persontries tries 2 3 Direction: Direction:toward towardbeneficial beneficialgoal goal Persistence: Persistence:how howlong longaaperson persontries tries © 2005 Prentice Hall Inc All rights reserved 6–5 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 self-actualization; as each need is substantially satisfied, the next need becomes dominant Self-Actualization The drive to become what one is capable of becoming © 2005 Prentice Hall Inc All rights reserved 6–6 Maslow’s Maslow’s Hierarchy Hierarchy of of Needs Needs Lower-Order Needs Needs that are satisfied externally; physiological and safety needs © 2005 Prentice Hall Inc All rights reserved Source: Motivation and Personality , 2nd ed,, by A.H Maslow, 1970 Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs E X H I B I T 6–1 E X H I B I T 6–1 6–7 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 © 2005 Prentice Hall Inc All rights reserved 6–8 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 Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers When factors are adequate, people will bePrentice dissatisfied ©not 2005 Hall Inc All rights reserved 6–9 Comparison Comparisonof ofSatisfiers Satisfiers and andDissatisfiers Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction © 2005 Prentice Hall Inc All rights reserved Source: Reprinted by permission of Harvard Business Review An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987 Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved Factors characterizing events on the job that led to extreme job satisfaction 6– 10 E X H I B I T 6–2 E X H I B I T 6–2 Job Job Design Design Theory Theory (cont’d) (cont’d) 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 on the Hall livesInc or work of other people ©impact 2005 Prentice All rights reserved 6– 22 Job Job Design Design Theory Theory (cont’d) (cont’d) 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 © 2005 Prentice Hall Inc All rights reserved 6– 23 Job Job Design Design Theory Theory (cont’d) (cont’d) 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 © 2005 Prentice Hall Inc All rights reserved 6– 24 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 states inininfluencing influencingpersonal personaland andwork workoutcome outcomevariables variablesrather rather than thaninfluencing influencingthem themdirectly directly © 2005 Prentice Hall Inc All rights reserved 6– 25 Job Job Design Design Theory Theory (cont’d) (cont’d) 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 © 2005 Prentice Hall Inc All rights reserved 6– 26 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 6– 27 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 © 2005 Prentice Hall Inc.Other-outside All rights reserved 6– 28 Equity Equity Theory Theory (cont’d) (cont’d) © 2005 Prentice Hall Inc All rights reserved 6– 29 E X H I B I T 6–7 E X H I B I T 6–7 Equity Equity Theory Theory (cont’d) (cont’d) Choices Choicesfor fordealing dealingwith withinequity: inequity: 1.1 Change Changeinputs inputs(slack (slackoff) off) 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) © 2005 Prentice Hall Inc All rights reserved 6– 30 Equity Equity Theory Theory (cont’d) (cont’d) Propositions Propositionsrelating relatingto toinequitable inequitablepay: pay: 1 Overrewarded Overrewardedhourly hourlyemployees employeesproduce produce more morethan thanequitably equitablyrewarded rewardedemployees employees 2 Overrewarded Overrewardedpiece-work piece-workemployees employees produce produceless, less,but butdo dohigher higherquality qualitypiece piece work work 3 Underrewarded Underrewardedhourly hourlyemployees employeesproduce produce lower lowerquality qualitywork work 4 Underrewarded Underrewardedemployees employeesproduce producelarger larger quantities quantitiesof oflower-quality lower-qualitypiece piecework workthan than equitably equitablyrewarded rewardedemployees employees © 2005 Prentice Hall Inc 6– All rights reserved 31 Equity Equity Theory Theory (cont’d) (cont’d) 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 6– 32 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 6– 33 E X H I B I T 6–8 E X H I B I T 6–8 Expectancy Expectancy Theory Theory Relationships Relationships Effort–Performance Relationship – The probability that exerting a given amount of effort will lead to performance Performance–Reward Relationship – The belief that performing at a particular level will lead to the attainment of a desired outcome Rewards–Personal Goals Relationship – The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual © 2005 Prentice Hall Inc All rights reserved 6– 34 Performance Performance Dimensions Dimensions © 2005 Prentice Hall Inc All rights reserved Source: Adapted from M Blumberg and C.D Pringle, “The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance,” Academy of Management Review, October 1982, p 565 6– 35 E X H I B I T 6–9 E X H I B I T 6–9 Integrating Integrating Contemporary Contemporary Theories Theoriesofof Motivation Motivation ©EEX2005 Prentice Hall Inc H I B I T 6–10 X H I B I T 6–10 All rights reserved 6– 36 [...]... 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 personaldevelopment development © 2005 Prentice Hall Inc All rights reserved Concepts: Concepts: More Morethan thanone oneneed needcan can be operative at the... perceive them rather than to the objective jobs themselves Concept: Concept: Employee Employeeattitudes attitudesand andbehaviors behaviorsare are responses responsesto tosocial socialcues cuesby byothers others © 2005 Prentice Hall Inc All rights reserved 6– 26 Social Social Information Information Processing Processing Model Model (SIP) (SIP) Concepts of the SIP Model – Employees adopt attitudes and... he or is Prentice capableHall of performing a task ©she 2005 Inc All rights reserved 6– 17 Reinforcement Reinforcement Theory Theory The assumption that behavior is a function of its consequences Concepts: Concepts: Behavior Behaviorisisenvironmentally environmentallycaused caused Behavior Behaviorcan canbe bemodified modified(reinforced) (reinforced)by by providing providing(controlling) (controlling)consequences... a Theory of Work Performance,” Academy of Management Review, October 1982, p 565 6– 35 E X H I B I T 6–9 E X H I B I T 6–9 Integrating Integrating Contemporary Contemporary Theories Theoriesofof Motivation Motivation ©EEX2005 Prentice Hall Inc H I B I T 6–10 X H I B I T 6–10 All rights reserved 6– 36 ... 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 © 2005 Prentice Hall Inc All rights reserved 6– 15 © 2005 Prentice Hall Inc All rights reserved... 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 © 2005 Prentice Hall Inc All rights reserved 6– 20 The The Job Job Characteristics Characteristics Model Model © 2005 Prentice Hall Inc All rights reserved