Organizational behavior chapter 5 motivation

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning MOTIVATION Chapter 5... For use with Organizational Behaviour and

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz

1408018128© 2010 Cengage Learning

MOTIVATION

Chapter 5

Motivation and performance

Motivation - the force that initiates, directs and sustains

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Basic motivational process

Add Figure 5.1 here

Motivation explains three important aspects of deliberate

behaviour:

Direction - the type of activity chosen to be engaged with

Effort - the amount of energy expended in relation to a particular

activity

Persistence - the duration of the behaviour in question, especially

in light of difficulties or obstacles

Motivation in organizations

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Intrinsic and extrinsic motivation

Intrinsic motivation - the impetus for behaviour

originates in the performance of the action itself,

such as an enjoyable or otherwise satisfying task

Extrinsic motivation - the impetus for behaviour

originates outside the person and the performed

task, it is done as a means to another end

Content theories of motivation

Maslow’s hierarchy of needs theory

Alderfer’s existence, relatedness and growth theory (ERG) Herzberg’s two-factor theory

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Maslow’s hierarchy of needs

Individuals have innate needs or wants which they will seek to satisfy

Maslow’s hierarchy of needs

Hierarchy displays the following properties:

• A need once satisfied is no longer a motivator

• A need cannot be effective as a motivator until those before

it in the hierarchy have been satisfied

• If deprived of the source of satisfaction from a lower order need it will again become a motivator

• There is an innate desire to work up the hierarchy

• Self-actualization is not like the other needs

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Maslow’s hierarchy of needs

• Figure 5.2

Alderfer’s ERG theory

Three-level hierarchy:

• Existence needs

• Relatedness needs

• Growth needs

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Herzberg’s two-factor theory

Motivators and hygiene factors

Hygiene factors if absent cause dissatisfaction

• Salary

• Working conditions

• Job security

• Level and quality of supervision

• Company policies and administrative procedures

• Interpersonal relationships at work

Motivators - motivate an individual to improve their work performance

Comparison of the needs theories

Figure 5.3

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Satisfaction and Herzberg’s two factors

• Figure 5.4

Process theories

Vroom Porter and Lawler expectancy models

Adam’s equity theory Locke’s goal theory

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Vroom’s expectancy model

• Figure 5.5

Porter and Lawler expectancy model

• Figure 5.6

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Adam’s equity theory

• Relative fairness of treatment

at work

• Equity/Inequity

Figure 5.7

Locke’s goal setting theory

Intentions play a significant part in behavioural patterns

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

BEHAVIOURIST THEORIES

Pavlov and classical conditioning Skinner and operant conditioning

Pavlov and classical conditioning

• Figure 5.9

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

The four central processes used in

operant conditioning

•Figure 5.10

RECENT CONTRIBUTIONS TO WORK

MOTIVATION

• Bandura’s Social-Cognitive Theory

– Important aspects of this theory include:

• the notion of vicarious learning

• dynamics of self-control (absent from behaviouristic views of behaviour)

• the concept of self-efficacy

For use with Organizational Behaviour and Management

by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning

Continuum of self-determination

according to SDT

• Table 5.1