The document is a chapter from an organizational behavior textbook. It outlines several theories of motivation: Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, McClelland's needs theory, goal-setting theory, equity theory, expectancy theory, and theories of intrinsic motivation. The chapter objectives are to introduce these theories and explain how they complement each other in understanding what motivates employee performance and behavior.

1. ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T E N T H E D I T I O N
© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

2. O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Outline the motivation process.
2. Describe Maslow’s need hierarchy.
3. Contrast Theory X and Theory Y.
L E A R N I N G
4. Differentiate motivators from hygiene factors.
5. List the characteristics that high achievers
prefer in a job.
6. Summarize the types of goals that increase
performance.
© 2003 Prentice Hall Inc.
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3. O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
7. State the impact of underrewarding
employees.
8. Clarify key relationships in expectancy theory.
9. Explain how the contemporary theories of
motivation complement each other.
L E A R N I N G
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4. Defining Motivation
Defining Motivation
Key Elements
Key Elements
1. Intensity: how hard a person tries
1. Intensity: how hard a person tries
2.
2. Direction: toward beneficial goal
Direction: toward beneficial goal
3.
3. Persistence: how long a person tries
Persistence: how long a person tries
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5. Hierarchy of Needs Theory
Hierarchy of Needs Theory
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6. Maslow’s Hierarchy of Needs
Maslow’s Hierarchy of Needs
© 2003 Prentice Hall Inc. EXHIBIT 6-1
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7. Theory X and Theory Y (Douglas McGregor)
Theory X and Theory Y (Douglas McGregor)
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8. Holland’s
Typology of
Personality
and
Congruent
Occupations
© 2003 Prentice Hall Inc. EXHIBIT 6-2
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9. Two-Factor Theory (Frederick Herzberg)
Two-Factor Theory (Frederick Herzberg)
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10. Factors characterizing events
on the job that led to extreme
job dissatisfaction
Factors characterizing events
on the job that led to extreme
job satisfaction
Comparison of
Comparison of
Satisfiers and
Satisfiers and
Dissatisfiers
Dissatisfiers
© 2003 Prentice Hall Inc. EXHIBIT 6-3
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11. Contrasting Views of Satisfaction
Contrasting Views of Satisfaction
and Dissatisfaction
and Dissatisfaction
Presence Absence
© 2003 Prentice Hall Inc. EXHIBIT 6-4
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12. ERG Theory (Clayton Alderfer)
ERG Theory (Clayton Alderfer)
Concepts:
Concepts:
More than one need can
More than one need can
be operative at the same
be operative at the same
Core Needs time.
time.
Core Needs
Existence: provision of If aahigher-level need
If higher-level need
Existence: provision of cannot be fulfilled, the
basic material
basic material cannot be fulfilled, the
requirements. desire to satisfy aalower-
desire to satisfy lower-
requirements. level need increases.
level need increases.
Relatedness: desire for
Relatedness: desire for
relationships.
relationships.
Growth: desire for
Growth: desire for
personal development.
personal development.
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13. David McClelland’s Theory of Needs
David McClelland’s Theory of Needs
nPow
nAch nAff
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14. Matching Achievers and Jobs
Matching Achievers and Jobs
© 2003 Prentice Hall Inc. EXHIBIT 6-5
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15. Cognitive Evaluation Theory
Cognitive Evaluation Theory
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16. Goal-Setting Theory (Edwin Locke)
Goal-Setting Theory (Edwin Locke)
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17. Reinforcement Theory
Reinforcement Theory
Concepts:
Concepts:
Behavior is environmentally caused.
Behavior is environmentally caused.
Behavior can be modified (reinforced) by
Behavior can be modified (reinforced) by
providing (controlling) consequences.
providing (controlling) consequences.
Reinforced behavior tends to be repeated.
Reinforced behavior tends to be repeated.
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18. Flow and Intrinsic Motivation Theory
Flow and Intrinsic Motivation Theory
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19. Ken Thomas’s Model of Intrinsic Motivation
Ken Thomas’s Model of Intrinsic Motivation
 Employees are intrinsically motivated when
rewards an employee gets from work result from:
– Choice– the ability to freely self-select and perform
task activities.
– Competence– the sense of accomplishment from
skillfully performing chosen tasks or activities.
– Meaningfulness– pursuing a task that matters in the
larger scheme of things.
– Progress– the feeling of significant advancement in
achieving the task’s purpose.
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20. Equity Theory
Equity Theory
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
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21. Equity Theory (cont’d)
Equity Theory (cont’d)
© 2003 Prentice Hall Inc. EXHIBIT 6-7
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22. Equity Theory (cont’d)
Equity Theory (cont’d)
Choices for dealing with inequity:
Choices for dealing with inequity:
1. Change inputs (slack off)
1. Change inputs (slack off)
2.
2. Change outcomes (increase output)
Change outcomes (increase output)
3.
3. Distort/change perceptions of self
Distort/change perceptions of self
4.
4. Distort/change perceptions of others
Distort/change perceptions of others
5.
5. Choose a different referent person
Choose a different referent person
6. Leave the field (quit the job)
6. Leave the field (quit the job)
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23. Equity Theory (cont’d)
Equity Theory (cont’d)
Propositions relating to inequitable pay:
Propositions relating to inequitable pay:
1. Overrewarded employees produce more
1. Overrewarded employees produce more
than equitably rewarded employees.
than equitably rewarded employees.
2. Overrewarded employees produce less, but
2. Overrewarded employees produce less, but
do higher quality piece work.
do higher quality piece work.
3. Underrewarded hourly employees produce
3. Underrewarded hourly employees produce
lower quality work.
lower quality work.
4. Underrewarded employees produce larger
4. Underrewarded employees produce larger
quantities of lower-quality piece work than
quantities of lower-quality piece work than
equitably rewarded employees
equitably rewarded employees
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24. Equity Theory (cont’d)
Equity Theory (cont’d)
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25. Expectancy Theory
Expectancy Theory
© 2003 Prentice Hall Inc. EXHIBIT 6-8
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26. Performance Dimensions
Performance Dimensions
© 2003 Prentice Hall Inc. EXHIBIT 6-9
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27. Integrating
Integrating
Contemporary
Contemporary
Theories of
Theories of
Motivation
Motivation
© 20036-10
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