Summary organizational behavior PMO – chapter 7,8,12,13
Chapter 7 – The Basics of Motivation
The three key elements of motivation
• Intensity is how hard a person tries
• Direction this is in what direction the effort is channelled
• Persistence this measures how long a person can maintain effort
The applicability of early theories of motivation
Hierarchy of needs theory identifies the hierarchy of needs consisting of give needs that
Maslow hypothesized to exist in every human being.
• Psychical, hunger, thirst, shelter, sex and other bodily needs
• Safety, security and protection from physical and emotional harm
• Social, affection, belongingness, acceptance and friendship
• Esteem, internal factors such as selfrespect and autonomy & external
factors such as recognition and attention
• Selfactualization, drive to be become what we are capable of becoming;
includes growth, achieving our potential and selffulfilment.
• It is easy to understand, to know what someone needs you have to
know in what layer they are and offer something accordingly.
Even though this theory receiver wide recognition, it is not
supported by research.
Theory X and Theory Y McGregor believes that X employees inherently dislike work and
need to be directed or even coerced into performing it. Under Y he believes that work is as
natural to employees to resting and playing. Again there is little evidence for this theory
Twofactor theory here employees state what they like and dislike about their job. Taking
away the dislikes does not make people like their job. is also not well supported in research
McClelland’s theory of needs
• Need for achievement the drive to excel. Jobs that offer a high degree of
personal responsibility, feedback, and intermediate degree of risk, high
achievers will be strongly motivated.
• Need for Power need to make others behave in a way they would not have
otherwise. Achieving does not necessarily make you good at
influencing people, most managers in large organizations have no high
motivation to achieve but much more to influence. Sales people often
have both.
• Need for affiliation desire for friendly and close interpersonal relationships.
Power and affiliation are closely related the most successful managers
are high on power and low on affiliation
• This theory has garnered the most research support, however there is
little practical use. Although we can rank these factors it is hard
to measure this.
, The contrast between selfdetermination theory and goalsetting theory
Selfdetermination theory people enjoy feeling as if they are in control of their actions, so
anything that makes previously completed tasks more like an obligation will reduce
motivation.
Goalsetting theory research has shown that giving people specific goals will increase
performance of an individual or group. Because they can estimate how much effort is needed
since the know what needs to be done. The more challenging a goal, once accepted the harder
people work to achieve it.
Contrast in the first we assume that people work the hardest when they can set their own
goals, due to the feeling of control and autonomy. The second we set goals for our people, if
they accept the challenge the will work hard to show that they can.
The differences between selfefficacy theory, equity theory and expectancy theory
Selfefficacy theory, the more one beliefs that he or she is able to complete the task the
higher the selfefficacy. The higher this is the more confidence one has in the ability to
complete the task so in difficult situations people with low selfefficacy will reduce their
effort and ultimately stop, while those with high selfefficacy will try harder to master the
challenge. Goalsetting theory and this theory do not compete they complement each other.
Equity theory/Organizational justice. The theory entails that if people feel that they are
paid or threated unfair by the company compared to their peers (either in the same company
or industry) the will be less motivated. There are four kinds of justice in this theory
Distributive justice is concerned with the fairness of outcomes, such as pay and recognition.
Procedural Justice is concerned with whether the employee perceives the process that is
used to determine the outcome as fair; did the employee have any form of input, control or
empowerment.
Informational Justice to what degree are employees given explanations for decisions and
how are they kept informed.
Interpersonal justice whether the employees feel like they are treated with respect and
dignity by the management
This theory holds up over a large variety of culture, the determinant of what needs to be fair is
of course different over all cultures. Some value money, some recognition and some respect
and information.
• Expectancy Theory this theory argues that the strength and tendency to act a
certain way depends on the strength of our expectations of a given outcome
and its attractiveness. Employees are more motivated to exert a high effort
when they believe it will lead to a good performance appraisal.
• Effortperformance relationship. The probability perceived by the
individual that exerting given amount of effort will lead to
performance.
• Performancereward relationship. The degree to which the individual
believes performing at a particular level will lead to the attainment of a
desired outcome.
• Rewardspersonal goals relationship. The degree to which organizational
rewards satisfy an individual’s personal goals or needs and the
attractiveness of those potential rewards for the individual.
• Some critics suggest that this theory has limited use. Few individuals
Chapter 7 – The Basics of Motivation
The three key elements of motivation
• Intensity is how hard a person tries
• Direction this is in what direction the effort is channelled
• Persistence this measures how long a person can maintain effort
The applicability of early theories of motivation
Hierarchy of needs theory identifies the hierarchy of needs consisting of give needs that
Maslow hypothesized to exist in every human being.
• Psychical, hunger, thirst, shelter, sex and other bodily needs
• Safety, security and protection from physical and emotional harm
• Social, affection, belongingness, acceptance and friendship
• Esteem, internal factors such as selfrespect and autonomy & external
factors such as recognition and attention
• Selfactualization, drive to be become what we are capable of becoming;
includes growth, achieving our potential and selffulfilment.
• It is easy to understand, to know what someone needs you have to
know in what layer they are and offer something accordingly.
Even though this theory receiver wide recognition, it is not
supported by research.
Theory X and Theory Y McGregor believes that X employees inherently dislike work and
need to be directed or even coerced into performing it. Under Y he believes that work is as
natural to employees to resting and playing. Again there is little evidence for this theory
Twofactor theory here employees state what they like and dislike about their job. Taking
away the dislikes does not make people like their job. is also not well supported in research
McClelland’s theory of needs
• Need for achievement the drive to excel. Jobs that offer a high degree of
personal responsibility, feedback, and intermediate degree of risk, high
achievers will be strongly motivated.
• Need for Power need to make others behave in a way they would not have
otherwise. Achieving does not necessarily make you good at
influencing people, most managers in large organizations have no high
motivation to achieve but much more to influence. Sales people often
have both.
• Need for affiliation desire for friendly and close interpersonal relationships.
Power and affiliation are closely related the most successful managers
are high on power and low on affiliation
• This theory has garnered the most research support, however there is
little practical use. Although we can rank these factors it is hard
to measure this.
, The contrast between selfdetermination theory and goalsetting theory
Selfdetermination theory people enjoy feeling as if they are in control of their actions, so
anything that makes previously completed tasks more like an obligation will reduce
motivation.
Goalsetting theory research has shown that giving people specific goals will increase
performance of an individual or group. Because they can estimate how much effort is needed
since the know what needs to be done. The more challenging a goal, once accepted the harder
people work to achieve it.
Contrast in the first we assume that people work the hardest when they can set their own
goals, due to the feeling of control and autonomy. The second we set goals for our people, if
they accept the challenge the will work hard to show that they can.
The differences between selfefficacy theory, equity theory and expectancy theory
Selfefficacy theory, the more one beliefs that he or she is able to complete the task the
higher the selfefficacy. The higher this is the more confidence one has in the ability to
complete the task so in difficult situations people with low selfefficacy will reduce their
effort and ultimately stop, while those with high selfefficacy will try harder to master the
challenge. Goalsetting theory and this theory do not compete they complement each other.
Equity theory/Organizational justice. The theory entails that if people feel that they are
paid or threated unfair by the company compared to their peers (either in the same company
or industry) the will be less motivated. There are four kinds of justice in this theory
Distributive justice is concerned with the fairness of outcomes, such as pay and recognition.
Procedural Justice is concerned with whether the employee perceives the process that is
used to determine the outcome as fair; did the employee have any form of input, control or
empowerment.
Informational Justice to what degree are employees given explanations for decisions and
how are they kept informed.
Interpersonal justice whether the employees feel like they are treated with respect and
dignity by the management
This theory holds up over a large variety of culture, the determinant of what needs to be fair is
of course different over all cultures. Some value money, some recognition and some respect
and information.
• Expectancy Theory this theory argues that the strength and tendency to act a
certain way depends on the strength of our expectations of a given outcome
and its attractiveness. Employees are more motivated to exert a high effort
when they believe it will lead to a good performance appraisal.
• Effortperformance relationship. The probability perceived by the
individual that exerting given amount of effort will lead to
performance.
• Performancereward relationship. The degree to which the individual
believes performing at a particular level will lead to the attainment of a
desired outcome.
• Rewardspersonal goals relationship. The degree to which organizational
rewards satisfy an individual’s personal goals or needs and the
attractiveness of those potential rewards for the individual.
• Some critics suggest that this theory has limited use. Few individuals
