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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.
2
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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=13616245969585958/11/2019 Motivation 1234567
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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