Organizational behavior core concepts by kinicki chapter4

4

Organizational Behavior
core concepts

Motivation in Theory: What
Makes Employees Try
Harder
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McGraw-Hill/Irwin
Organizational Behavior, Core Concepts

Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved.


Learning Objectives
• Describe how individuals may be
motivated by their needs
• Discuss how individuals may be
motivated by their perceptions of equity
and justice
• Summarize how people’s motivation can
be influenced by their attitudes toward
outcomes and their belief they can
influence outcomes
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Learning Objectives
• Explain how goal setting motivates

individuals
• Review ways to design jobs so as to
influence employee motivation

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Motivation in Theory
• Motivation
– psychological processes that arouse and
direct goal-directed behavior

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Motivation in Theory
• Content theories
– identify internal factors such as instincts,
needs, satisfaction, and job characteristics
that energize employee motivation
• Process theories
– explain the process by which internal factors
and cognitions influence a person’s
motivation
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Content Theories of Motivation
• Needs
– Physiological or psychological

deficiencies that arouse behavior.

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Maslow’s Need Hierarchy Theory
• Motivation is a function of five basic
needs – physiological, safety, love,
esteem, and self-actualization
• Arranged in a preponent hierarchy

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Maslow’s Need Hierarchy

Figure 4-1

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Maslow’s Need Hierarchy Theory
• Once a need is satisfied it activates the
next higher need in the hierarchy
• Managerial implication – a satisfied need
may lose its motivational potential

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Alderfer’s ERG Theory
• Existence needs
– desire to have physiological and materialistic
well-being
• Relatedness needs
– desire to have meaningful relationships with
significant others
• Growth needs
– desire to grow as a human and use one’s
abilities to their fullest
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Question?
What need is the desire to accomplish
something difficult?
A. Affiliation
B. Achievement
C. Power
D. Glory

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McClelland’s Need Theory
• Need for achievement
– Desire to accomplish something difficult.
• Need for affiliation
– Desire to spend time in social relationships
and activities.

• Need for power
– Desire to Influence, coach, teach, or
encourage others to achieve.
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McClelland’s Need Theory
Achievement-motivated people share three
common characteristics:
1. Preference for working on tasks of
moderate difficulty
2. Preference for situations in which
performance is due to their efforts
3. Desire more feedback on their
successes and failures
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McClelland’s Need Theory:
Managerial Implications
• Organizations should consider the
benefits of providing achievement
training for employees
• Achievement, affiliation, and power
needs can be considered during the
selection process, for better placement
• Managers should create challenging task
assignments or goals
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Herzberg’s Motivator-Hygiene
Model
• Motivators
– job characteristics associated with job
satisfaction
• Hygiene factors
– job characteristics associated with job
dissatisfaction

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Equity Theory
• Equity theory
– Holds that
motivation is a
function of fairness
in social
exchanges

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Negative and Positive Inequity
• Negative inequity
– Comparison in which another person
receives greater outcomes for similar inputs.
• Positive inequity
– Comparison in which another person

receives lesser outcomes for similar inputs.

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Negative and Positive Inequity

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Figure 4-2


Dynamics of Perceived Inequity
• Equity sensitivity
– An individual’s tolerance for negative and
positive equity

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Dynamics of Perceived Inequity
• Benevolents have a higher tolerance for
negative inequity.
• Sensitives adhere to a strict norm of
reciprocity and are quickly motivated to
resolve both negative and positive
inequity

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Dynamics of Perceived Inequity
• Entitleds have no tolerance for negative
inequity
– expect to obtain greater output/input ratios
than comparison others and become upset
when this is not the case.

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Organizational Justice
• Distributive justice
– The perceived fairness of how resources
and rewards are distributed.
• Procedural justice
– The perceived fairness of the process and
procedures used to make allocation
decisions.
• Interactional justice
– Extent to which people feel fairly treated
when procedures are implemented.
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Practical Lessons from Equity
Theory
• Equity theory provides managers with yet
another explanation of how beliefs and
attitudes affect job performance.

• Research emphasizes the need for
managers to pay attention to employees’
perceptions of what is fair and equitable.

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Practical Lessons from Equity
Theory
• Managers benefit by allowing employees
to participate in making decisions about
important work outcomes.
• Employees should be given the
opportunity to appeal decisions that
affect their welfare.

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