Organizational Behavior

1. Motivation ConceptsCHAPTER SIX:
Organizational Behavior
By: Mohammad Qasim AYAZ
Lecturer, Altaqwa institute of Management Sciences

2. This Chapter includes
• Defining Motivation.
• Theories of Motivation:
• Hierarchy of Needs Theory
• Physiological needs.
• Safety needs.
• Love and belonging needs.
• Esteem needs.
• Self- Actualization.
• Theory X and Y.
• Motivation By Job Design.
• Job Specialization.
• Job Rotation.
• Job Enlargement.
• Job Enrichment and
• Empowerment.
• Employees involvement.
• Levels of Employees
Involvement.
• Using Rewards to Motivate
Employees.
• Intrinsic Rewards.
• Extrinsic Rewards.

3. Defining Motivation
Definition: Internal and external factors that stimulate desire and energy
in people to be continually interested and committed to a job, role or
subject, or to make an effort to attain a goal.
Motivation results from
1) intensity of desire or need
2) incentive or reward value of the goal, and
3) expectations of the individual and of his or her peers.

4. Early Theories of Motivation: Hierarchy of Needs Theory, Theory X and Y.
• Maslow's hierarchy of needs is a theory in psychology proposed
by Abraham Maslow in his 1943 paper "A Theory of Human
Motivation.

5. Maslow's hierarchy of needs conti…..
Physiological needs
• Physiological needs are the physical requirements for
human survival. If these requirements are not met, the
human body cannot function properly and will ultimately
fail. Physiological needs are thought to be the most
important; they should be met first.
• Air, water, and food are metabolic requirements for survival
in all animals, including humans. Clothing and shelter
provide necessary protection from the elements.

6. Safety needs
Once a person's physiological needs are relatively satisfied, their safety
needs take preference and dominate behavior. In the absence of physical
safety – due to war, natural disaster, family violence, childhood abuse,
etc. – people may (re-) experience post-traumatic stress disorder or trans
generational trauma. In the absence of economic safety.
Safety and Security needs include:
• Personal security.
• Financial security.
• Health and well-being.
• Safety net against accidents/illness and their adverse impacts.

7. Love and belonging
• After physiological and safety needs are fulfilled, the third level of
human needs is interpersonal and involves feelings of belongingness.
• Friendship.
• Relationship.
• Family.
• According to Maslow, humans need to feel a sense of belonging and
acceptance among their social groups, regardless whether these groups
are large or small.

8. Esteem
All humans have a need to feel respected; this includes the need to
have self-esteem and self-respect.
Most people have a need for stable self-respect and self-esteem.
Maslow noted two versions of esteem needs: a "lower" version and a
"higher" version.
The "lower" version of esteem is the need for respect from others.
The "higher" version expresses itself as the need for self-respect.

9. Self-actualization
• Maslow's hierarchy of needs, the need for self-actualization is the final
need that exposes when lower level needs have been satisfied.
• OR
• The motivation to realize one's own maximum potential and
possibilities.

10. Theory X and Y.
• Theory X' and 'Theory Y' are theories of human motivation and management.
They were created and developed by Douglas McGregor at the MIT Sloan
School of Management in the 1960s.
• Theory X is based on pessimistic assumptions of the average worker. This
management style supposes that the average employee has little ambition, they
like to go away from work or responsibilities.
This style of management assumes that workers:
• Dislike working.
• Avoid responsibility and need to be directed.
• Have to be controlled, forced, and threatened to deliver what's needed.
• Need to be supervised at every step, with controls put in place.

11. Theory Y.
It assumes that employees are happy to work, are self-motivated and
creative, and enjoy working with greater responsibility.
It assumes that workers:
• Take responsibility and are motivated to fulfill the goals they are
given.
• Seek and accept responsibility and do not need much direction.
• Consider work as a natural part of life and solve work problems
imaginatively.

12. Motivation By Job Design.
• Job design is the systematic and purposeful allocation of tasks to individuals and groups
within an organization.
• Job specialization entails breaking down jobs into their simplest components and
assigning them to employees so that each person would perform a select number of tasks
in a repetitive manner.
• Job rotation involves moving employees from job to job at regular intervals. E.g. : I
hate this job.
• Job enlargement refers to expanding the tasks performed by employees to add more
variety.
• Job enrichment is a job redesign technique that allows workers more control over how
they perform their own tasks. This approach allows employees to take on more
responsibility.
• Empowerment may be defined as the removal of conditions that make a person
powerless. The idea behind empowerment is that employees have the ability to make
decisions and perform their jobs effectively if management removes certain barriers.

13. Employees involvement.
Employee involvement is creating an environment in which people have an
impact on decisions and actions that affect their jobs.
Employee involvement or participation :
1. Tell: Tell something regarding the decision that has been made by
management.
2. Consult: share your thoughts for the final decision with your supervisor.
3. Join: join your mates in decision making process.
4. Delegate: delegate mates when your decision shifting to second party.

14. Levels of Employees Involvement

15. Using Rewards to Motivate Employees.
Rewards are positive outcomes that are earned as a result of an
employee's performance. These rewards are aligned with organizational
goals. When an employee helps an organization in the achievement of
one of its goals, a reward often follows.
Intrinsic Rewards
• Intrinsic motivation is internal to the person in that it is something
that you have to offer yourself and is driven by personal interest or
enjoyment in the work itself.
• According to Frederick Herzberg intrinsic rewards is much
stronger than financial rewards in increasing employee motivation.
To help employees with their intrinsic motivation, managers
should:
• provide meaningful work
• allow workers to make choices for doing tasks.
• provide opportunities for employees to show their competence in
areas of expertise.
• give them positive feedback.
Extrinsic Rewards
• Extrinsic motivation is based on
tangible rewards.
• Extrinsic rewards are usually
financial in nature, such as a raise in
salary, a bonuses etc.