Mahmood Qasim Slides on Motivation for Organizational Behaviour Students

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What is Motivation?

The extent to which persistent effort is directed towards a goal.

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What is Motivation?

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What is Motivation?

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Primary motives are unlearned and physiological. These motives are also

known as Physiological Motives or Biological Motives

Eg: Food, Shelter, Sex

What is Motivation?

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These are also unlearned but are not physiological based.

Eg: Curiosity, Manipulation, Affection,

What is Motivation?

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A motive must be learned in order robe included in the Secondary

classification.

Eg: Power, Achievement, Affiliation, Security, Status

The Content Theories of Work Motivation

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1. When did you feel particularly good about your job – what turned you on?

2. When did you feel exceptionally bad about your job – what turned you off?


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Hygiene Factors (Dissatisfies)

Company policy and administrationSupervision, technicalSalaryInterpersonal, supervisorWorking conditions

Motivators (Satisfiers)

AchievementRecognitionWork itself

ResponsibilityAdvancement


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E – ExistenceR – RelatednessG – Growth


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MOTIVATORS

HYGIENE FACTORS

GROWTH

RELATEDNESS

EXISTANCE

HERZBERG’S TWO FACTORS

MASLOW’S HIERARCHY OF

NEEDS

ALDERFER’S ERG NEEDS

The Process Theories of Work Motivation

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Vroom’s Model is built around the concept of valence, instrumentality, and expectancy and is commonly called the VIE

theory.

Valence (V) – The value a person places on the rewards he or she receives from an organization.Eg: value, incentive, attitude, expected utility.

Instrumentality (I) – An individual’s beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance.

Expectancy (E) – The belief that one’s efforts will positively influence one’s performance.


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Motivational ForceF = E Valence X Expectancy

Expectancy

Outcome 1

Instrumentalities

Outcome 1a

Outcome 1b

Outcome 2a

Outcome 2b

Outcome 2c

Outcome 1

First-Level Outcomes

Second-Level Outcomes


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Perceived Effort reward probability

Perceived equitable rewards

Effort

Abilities and traits

Role perceptions

Performance(accomplishment)

Intrinsic rewards

Value of Reward

Extrinsic rewards

Satisfaction

LOCKE AND LATHAM’S

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The process of determining specific levels of performance for workers to attain.

LOCKE AND LATHAM’S

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Values andvalue

judgment

Emotionsand

desires

Responses, actions, or

performance

Intentions or GOALS

Consequences, feedback, or

reinforcement


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People strives to maintain rations of their own outcomes (rewards) t their own

inputs (contributions) that are equal to the outcome/input ratios of others with whom

they compare themselves.

My outcomes Other’s OutcomesMy inputs Other’s inputs

=


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The Rewards employees receive from their jobs, such as salary and recognition.

People’s contribution to their jobs, such as their experience, qualifications, or the amount of time worked.


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The condition, resulting in feelings of guilt,in which the ratio of one’s outcomes toinputs is ,more than the corresponding ratioof another person with whom that personcompares himself or herself.

The condition, resulting in feelings of anger,in which the ratio of one’s outcomes toinputs is ,less than the corresponding ratioof another person with whom that personcompares himself or herself.


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Social Comparison

OutcomesInputs

OutcomesInputs

OutcomesInputs

OutcomesInputs

OutcomesInputs

OutcomesInputs

Greater than

Less than

Equal to

Person A Person B

OverpaymentInequity

for Person A

UnderpaymentInequity

for Person A

Equitablepayment

for Person A

UnderpaymentInequity

for Person B

OverpaymentInequity

for Person B

Equitablepayment

for Person B

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POSIBLE REACTIONS TO INEQUITY

People can respond to overpayment and underpayment inequities in behavioral and /or psychological ways. These reactions help change the perceived inequities into a state of perceived equity.

Types of Reaction

Types of ReactionBehavioral

(What you can do is…)

Psychological(What you can think is…)

Overpayment Inequity

Underpayment Inequity

Raise your inputs (e.g., work harder), or lower your outcomes (e.g., work through a paid vacation)

Lower your inputs (e.g., reduce effort), or raise your outcomes (e.g., get a raise in pay), or change comparison (e.g., compare yourself with another person), Employee theft (e.g., employees may steal things to compensate inequity.

Convince yourself that your outcomes are deserved based o your inputs (e.g., rationalize that you work harder than others and so you deserve more pay).

Convince yourself that others’ inputs are really higher than your own (e.g., rationalize that the comparison worker is really more qualified and so deserves higher outcomes).

Questions for Discussion

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1. Based on Malsow’s need hierarchy theory, what specific things can be done to enhance an employee’s motivation?

2. Suppose an employee feels underpaid relative to his or her co-workers. What conditions may have led to these feelings, and how might you expect such an individual to behave on the job?

3. Consider a poor performing employee who explains to his boss that he is trying very hard. According to expectancy theory, what factors would contribute to such effort? What additional factors, besides motivation, contribute to task performance?

4. Explain the role that money plays as a motivator in Maslow’s hierarchy of need theory, Alderfer’s EGR theory and Herzberg‘s Two Factor Theory.

5. Briefly define the three classifications of motives. What are some examples of each?

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Mahmood Qasim Slides on Motivation for Organizational Behaviour Students