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© 2005 Prentice Hall Inc. All rights reserved. 6–1
Defining MotivationDefining Motivation
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
DefinitionDefinition
According to Stephen P.Robbins “
Motivation is the willingness to exert high
levels of efforts towards organization
goals, conditioned by the effort ability to
satisfy some individual need.
© 2005 Prentice Hall Inc. All rights reserved. 6–2
NatureNature
 Motivation is internal to man
 Single motive can cause different behavior
 Different motive may result in single behavior
 Motives come and go
 Motives interact with the environment
© 2005 Prentice Hall Inc. All rights reserved. 6–3
Motivation cycleMotivation cycle
 Motives
 Goals
 Behaviors
© 2005 Prentice Hall Inc. All rights reserved. 6–4
Theories of MotivationTheories of Motivation
Content Theory
 Hierarchy of Needs
Theory (Maslow)
 Theory X and Theory Y
(Douglas McGregor)
 Two-Factor Theory
(Frederick Herzberg)
 ERG Theory (Clayton
Alderfer)
 David McClelland’s
Theory of Needs
Process Theory
 Vroom’ Expectancy
theory
 Porter and Lawers
theory
 Equity theory
© 2005 Prentice Hall Inc. All rights reserved. 6–5
© 2005 Prentice Hall Inc. All rights reserved. 6–6
Hierarchy of Needs Theory (Maslow)Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five needs
—physiological, safety, social,
esteem, and self-actualization; as
each need is substantially
satisfied, the next need becomes
dominant.
Self-Actualization
The drive to become what one is capable of becoming.
© 2005 Prentice Hall Inc. All rights reserved. 6–7
Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Lower-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.
Higher-Order Needs
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.
E X H I B I T 6–1
E X H I B I T 6–1Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970.
Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.
© 2005 Prentice Hall Inc. All rights reserved. 6–8
Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor)
Theory X
Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be
directed and coerced to perform.
Theory Y
Assumes that employees like
work, seek responsibility, are
capable of making decisions,
and exercise self-direction and
self-control when committed to a
goal.
© 2005 Prentice Hall Inc. All rights reserved. 6–9
Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg)
Two-Factor (Motivation-Hygiene) Theory
Intrinsic factors are related to job satisfaction,
while extrinsic factors are associated with
dissatisfaction.
Hygiene Factors
Factors—such as company policy
and administration, supervision,
and salary—that, when adequate
in a job, placate workers. When
factors are adequate, people will
not be dissatisfied.
© 2005 Prentice Hall Inc. All rights reserved. 6–10
Comparison of Satisfiers
and Dissatisfiers
Comparison of Satisfiers
and Dissatisfiers
Factors characterizing
events on the job that led to
extreme job dissatisfaction
Factors characterizing
events on the job that
led to extreme job
satisfaction
E X H I B I T 6–2
E X H I B I T 6–2
Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright
© 1987 by the President and Fellows of Harvard College: All rights reserved.
© 2005 Prentice Hall Inc. All rights reserved. 6–11
Contrasting Views of Satisfaction and DissatisfactionContrasting Views of Satisfaction and Dissatisfaction
E X H I B I T 6–3
E X H I B I T 6–3
© 2005 Prentice Hall Inc. All rights reserved. 6–12
ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer)
Core Needs
Existence: provision of
basic material
requirements.
Relatedness: desire for
relationships.
Growth: desire for
personal development.
Core Needs
Existence: provision of
basic material
requirements.
Relatedness: desire for
relationships.
Growth: desire for
personal development.
Concepts:
More than one need can
be operative at the same
time.
If a higher-level need
cannot be fulfilled, the
desire to satisfy a lower-
level need increases.
Concepts:
More than one need can
be operative at the same
time.
If a higher-level need
cannot be fulfilled, the
desire to satisfy a lower-
level need increases.
ERG Theory
There are three groups of core needs: existence,
relatedness, and growth.
© 2005 Prentice Hall Inc. All rights reserved. 6–13
David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs
nAch
nPow
nAff
Need for Achievement
The drive to excel, to achieve
in relation to a set of
standards, to strive to
succeed.
Need for Affiliation
The desire for friendly
and close personal
relationships.
Need for Power
The need to make others
behave in a way that they
would not have behaved
otherwise.
© 2005 Prentice Hall Inc. All rights reserved. 6–14
Matching High Achievers and JobsMatching High Achievers and Jobs
E X H I B I T 6–4
E X H I B I T 6–4
© 2005 Prentice Hall Inc. All rights reserved. 6–15
Equity Theory (cont’d)Equity Theory (cont’d)
Distributive Justice
Perceived fairness of the
amount and allocation of
rewards among individuals.
Procedural Justice
The perceived fairness of
the process to determine
the distribution of
rewards.
© 2005 Prentice Hall Inc. All rights reserved. 6–16
Expectancy TheoryExpectancy Theory
Expectancy Theory (Victor Vroom)
The strength of a tendency to act in a certain way
depends on the strength of an expectation that the
act will be followed by a given outcome and on the
attractiveness of that outcome to the individual.
E X H I B I T 6–8
E X H I B I T 6–8
© 2005 Prentice Hall Inc. All rights reserved. 6–17
Expectancy Theory RelationshipsExpectancy Theory Relationships
 Effort–Performance Relationship
– The probability that exerting a given amount of effort
will lead to performance.
 Performance–Reward Relationship
– The belief that performing at a particular level will lead
to the attainment of a desired outcome.
 Rewards–Personal Goals Relationship
– The degree to which organizational rewards satisfy an
individual’s goals or needs and the attractiveness of
potential rewards for the individual.
© 2005 Prentice Hall Inc. All rights reserved. 6–18
Performance DimensionsPerformance Dimensions
E X H I B I T 6–9
E X H I B I T 6–9
Source: Adapted from M. Blumberg and C.D. Pringle, “The Missing Opportunity in
Organizational Research: Some Implications for a Theory of Work Performance,”
Academy of Management Review, October 1982, p. 565.
Motivational toolsMotivational tools
Incentives
 Financial incentive
 Non Financial incentive
 Appreciation of work done
 Competition
 Group incentives
 Workers participation in management
 Opportunity for growth
 Suggestion system
 Job enrichment
© 2005 Prentice Hall Inc. All rights reserved. 6–19
Motivational toolsMotivational tools
Job Design
 Job enlargement
 Job enrichment
 Job simplification
 Job rotation
 Quality of work life
 Job involvement
 Job satisfaction
 Goal setting
 Goal acceptance
 Performance monitoring
© 2005 Prentice Hall Inc. All rights reserved. 6–20
EMOTIONSEMOTIONS
© 2005 Prentice Hall Inc. All rights reserved. 6–21
ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N
W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc.
All rights reserved.
PowerPoint Presentation
by Charlie Cook
EMOTIONS
According to N.H. Frijda “ emotions
are intense feelings that are
directed at someone or something”
© 2005 Prentice Hall Inc. All rights reserved. 6–22
EmotionsEmotions
Carroll Izard (1977) isolated 10 emotions. Most of
them are present in infancy, except for contempt,
shame, and guilt
NancyBrown/TheImageBankTomMcCarthy/Rainbow
Types of EmotionsTypes of Emotions
 Primary Emotions
1) Are evident in all cultures
2) Are based in survival
3) Correlate with facial expressions
– Positive primary emotions (Love, Affection, Joy)
– Negative primary emotions( Fear, Sadness, anger)
Sources of EmotionsSources of Emotions
 Gender
 Age
 Personality
 Time
 Stress
 Relaxation
 Exercise
 Social activities
© 2005 Prentice Hall Inc. All rights reserved. 6–25
Emotional LaborEmotional Labor
Emotions play an important part in how employees
function during the work day. Emotional labor and
emotional dissonance reflect how challenging it can
be for employees to maintain a helpful, caring attitude
- when inside, they may be dealing with negative
personal or work issues.
According to Hochschild (1983), jobs involving emotional labor
are defined as those that:
 require face-to-face or voice-to-voice contact with the public.
 require the worker to produce an emotional state in another
person.
 allow the employer, through training and supervision, to
exercise a degree of control over the emotional activities of
employees.
© 2005 Prentice Hall Inc. All rights reserved. 6–26
Types Of Emotional LaborTypes Of Emotional Labor
 Deep acting is about a person trying to feel a
specific emotion that they are thinking about in their
mind.
 Surface acting, however, is when a person has to
fake emotion to meet certain social or work rules.
© 2005 Prentice Hall Inc. All rights reserved. 6–27
Emotional IntelligenceEmotional Intelligence
“Emotional intelligence is an array of emotional,
social and personal abilities which influences
one’s overall ability to cope effectively with
environmental demands and pressures.
 Linguistic Intelligence
 Logical – Mathematical intelligence
 Bodily – Kinesthetic Intelligence
© 2005 Prentice Hall Inc. All rights reserved. 6–28
© 2005 Prentice Hall Inc. All rights reserved. 6–29
Essential ingredientsEssential ingredients
 Emotional literacy
 Emotional fitness
 Emotional domain
 Emotional alchemy
© 2005 Prentice Hall Inc. All rights reserved. 6–30
FrameworkFramework
Personal competence
 Self awareness
 Self management
Social competence
 Social awareness
 Relationship
management
© 2005 Prentice Hall Inc. All rights reserved. 6–31
BenefitsBenefits
 Increased performance
 Effective leaders
 More teamwork
 Improved and enhanced innovation
 courage
© 2005 Prentice Hall Inc. All rights reserved. 6–32
The Physiological Component
A Historical Perspective
James-Lange Theory of Emotion
The Physiological Component
A Historical Perspective
James-Lange Theory of Emotion
 Emotion arises from
physiological arousal
– Happiness comes from
smiling
– Sadness comes from
crying
The Cognitive Component
Schachter’s Two-Factor Theory of
Emotion
The Cognitive Component
Schachter’s Two-Factor Theory of
Emotion
 Physiological arousal
– Sweaty palms
– Increased heart rate
– Rapid breathing
 Cognitive Label
– Attribute source of
arousal to a cause.
 To have an emotion,
both factors are
required.
The Physiological Component
A Historical Perspective
Cannon-Bard Theory of Emotion
The Physiological Component
A Historical Perspective
Cannon-Bard Theory of Emotion
 Emotion originates
in the thalamus
 “Body”
(physiological
systems) and
“Mind” (emotional
experience) are
independently
activated at the
same time
Orgn Behaviour Application of emotionsOrgn Behaviour Application of emotions
 Employee selection
 Motivation
 Leadership
 Decision making
 Employee conflict
 Job attitude
36

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Motivation

  • 1. © 2005 Prentice Hall Inc. All rights reserved. 6–1 Defining MotivationDefining Motivation Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
  • 2. DefinitionDefinition According to Stephen P.Robbins “ Motivation is the willingness to exert high levels of efforts towards organization goals, conditioned by the effort ability to satisfy some individual need. © 2005 Prentice Hall Inc. All rights reserved. 6–2
  • 3. NatureNature  Motivation is internal to man  Single motive can cause different behavior  Different motive may result in single behavior  Motives come and go  Motives interact with the environment © 2005 Prentice Hall Inc. All rights reserved. 6–3
  • 4. Motivation cycleMotivation cycle  Motives  Goals  Behaviors © 2005 Prentice Hall Inc. All rights reserved. 6–4
  • 5. Theories of MotivationTheories of Motivation Content Theory  Hierarchy of Needs Theory (Maslow)  Theory X and Theory Y (Douglas McGregor)  Two-Factor Theory (Frederick Herzberg)  ERG Theory (Clayton Alderfer)  David McClelland’s Theory of Needs Process Theory  Vroom’ Expectancy theory  Porter and Lawers theory  Equity theory © 2005 Prentice Hall Inc. All rights reserved. 6–5
  • 6. © 2005 Prentice Hall Inc. All rights reserved. 6–6 Hierarchy of Needs Theory (Maslow)Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory There is a hierarchy of five needs —physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming.
  • 7. © 2005 Prentice Hall Inc. All rights reserved. 6–7 Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs Lower-Order Needs Needs that are satisfied externally; physiological and safety needs. Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs. E X H I B I T 6–1 E X H I B I T 6–1Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.
  • 8. © 2005 Prentice Hall Inc. All rights reserved. 6–8 Theory X and Theory Y (Douglas McGregor)Theory X and Theory Y (Douglas McGregor) Theory X Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform. Theory Y Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.
  • 9. © 2005 Prentice Hall Inc. All rights reserved. 6–9 Two-Factor Theory (Frederick Herzberg)Two-Factor Theory (Frederick Herzberg) Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Hygiene Factors Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.
  • 10. © 2005 Prentice Hall Inc. All rights reserved. 6–10 Comparison of Satisfiers and Dissatisfiers Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfaction E X H I B I T 6–2 E X H I B I T 6–2 Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved.
  • 11. © 2005 Prentice Hall Inc. All rights reserved. 6–11 Contrasting Views of Satisfaction and DissatisfactionContrasting Views of Satisfaction and Dissatisfaction E X H I B I T 6–3 E X H I B I T 6–3
  • 12. © 2005 Prentice Hall Inc. All rights reserved. 6–12 ERG Theory (Clayton Alderfer)ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. ERG Theory There are three groups of core needs: existence, relatedness, and growth.
  • 13. © 2005 Prentice Hall Inc. All rights reserved. 6–13 David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs nAch nPow nAff Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation The desire for friendly and close personal relationships. Need for Power The need to make others behave in a way that they would not have behaved otherwise.
  • 14. © 2005 Prentice Hall Inc. All rights reserved. 6–14 Matching High Achievers and JobsMatching High Achievers and Jobs E X H I B I T 6–4 E X H I B I T 6–4
  • 15. © 2005 Prentice Hall Inc. All rights reserved. 6–15 Equity Theory (cont’d)Equity Theory (cont’d) Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals. Procedural Justice The perceived fairness of the process to determine the distribution of rewards.
  • 16. © 2005 Prentice Hall Inc. All rights reserved. 6–16 Expectancy TheoryExpectancy Theory Expectancy Theory (Victor Vroom) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. E X H I B I T 6–8 E X H I B I T 6–8
  • 17. © 2005 Prentice Hall Inc. All rights reserved. 6–17 Expectancy Theory RelationshipsExpectancy Theory Relationships  Effort–Performance Relationship – The probability that exerting a given amount of effort will lead to performance.  Performance–Reward Relationship – The belief that performing at a particular level will lead to the attainment of a desired outcome.  Rewards–Personal Goals Relationship – The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual.
  • 18. © 2005 Prentice Hall Inc. All rights reserved. 6–18 Performance DimensionsPerformance Dimensions E X H I B I T 6–9 E X H I B I T 6–9 Source: Adapted from M. Blumberg and C.D. Pringle, “The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance,” Academy of Management Review, October 1982, p. 565.
  • 19. Motivational toolsMotivational tools Incentives  Financial incentive  Non Financial incentive  Appreciation of work done  Competition  Group incentives  Workers participation in management  Opportunity for growth  Suggestion system  Job enrichment © 2005 Prentice Hall Inc. All rights reserved. 6–19
  • 20. Motivational toolsMotivational tools Job Design  Job enlargement  Job enrichment  Job simplification  Job rotation  Quality of work life  Job involvement  Job satisfaction  Goal setting  Goal acceptance  Performance monitoring © 2005 Prentice Hall Inc. All rights reserved. 6–20
  • 21. EMOTIONSEMOTIONS © 2005 Prentice Hall Inc. All rights reserved. 6–21
  • 22. ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N SS T E P H E N P. R O B B I N S E L E V E N T H E D I T I O NE L E V E N T H E D I T I O N W W W . P R E N H A L L . C O M / R O B B I N SW W W . P R E N H A L L . C O M / R O B B I N S© 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook EMOTIONS According to N.H. Frijda “ emotions are intense feelings that are directed at someone or something” © 2005 Prentice Hall Inc. All rights reserved. 6–22
  • 23. EmotionsEmotions Carroll Izard (1977) isolated 10 emotions. Most of them are present in infancy, except for contempt, shame, and guilt NancyBrown/TheImageBankTomMcCarthy/Rainbow
  • 24. Types of EmotionsTypes of Emotions  Primary Emotions 1) Are evident in all cultures 2) Are based in survival 3) Correlate with facial expressions – Positive primary emotions (Love, Affection, Joy) – Negative primary emotions( Fear, Sadness, anger)
  • 25. Sources of EmotionsSources of Emotions  Gender  Age  Personality  Time  Stress  Relaxation  Exercise  Social activities © 2005 Prentice Hall Inc. All rights reserved. 6–25
  • 26. Emotional LaborEmotional Labor Emotions play an important part in how employees function during the work day. Emotional labor and emotional dissonance reflect how challenging it can be for employees to maintain a helpful, caring attitude - when inside, they may be dealing with negative personal or work issues. According to Hochschild (1983), jobs involving emotional labor are defined as those that:  require face-to-face or voice-to-voice contact with the public.  require the worker to produce an emotional state in another person.  allow the employer, through training and supervision, to exercise a degree of control over the emotional activities of employees. © 2005 Prentice Hall Inc. All rights reserved. 6–26
  • 27. Types Of Emotional LaborTypes Of Emotional Labor  Deep acting is about a person trying to feel a specific emotion that they are thinking about in their mind.  Surface acting, however, is when a person has to fake emotion to meet certain social or work rules. © 2005 Prentice Hall Inc. All rights reserved. 6–27
  • 28. Emotional IntelligenceEmotional Intelligence “Emotional intelligence is an array of emotional, social and personal abilities which influences one’s overall ability to cope effectively with environmental demands and pressures.  Linguistic Intelligence  Logical – Mathematical intelligence  Bodily – Kinesthetic Intelligence © 2005 Prentice Hall Inc. All rights reserved. 6–28
  • 29. © 2005 Prentice Hall Inc. All rights reserved. 6–29
  • 30. Essential ingredientsEssential ingredients  Emotional literacy  Emotional fitness  Emotional domain  Emotional alchemy © 2005 Prentice Hall Inc. All rights reserved. 6–30
  • 31. FrameworkFramework Personal competence  Self awareness  Self management Social competence  Social awareness  Relationship management © 2005 Prentice Hall Inc. All rights reserved. 6–31
  • 32. BenefitsBenefits  Increased performance  Effective leaders  More teamwork  Improved and enhanced innovation  courage © 2005 Prentice Hall Inc. All rights reserved. 6–32
  • 33. The Physiological Component A Historical Perspective James-Lange Theory of Emotion The Physiological Component A Historical Perspective James-Lange Theory of Emotion  Emotion arises from physiological arousal – Happiness comes from smiling – Sadness comes from crying
  • 34. The Cognitive Component Schachter’s Two-Factor Theory of Emotion The Cognitive Component Schachter’s Two-Factor Theory of Emotion  Physiological arousal – Sweaty palms – Increased heart rate – Rapid breathing  Cognitive Label – Attribute source of arousal to a cause.  To have an emotion, both factors are required.
  • 35. The Physiological Component A Historical Perspective Cannon-Bard Theory of Emotion The Physiological Component A Historical Perspective Cannon-Bard Theory of Emotion  Emotion originates in the thalamus  “Body” (physiological systems) and “Mind” (emotional experience) are independently activated at the same time
  • 36. Orgn Behaviour Application of emotionsOrgn Behaviour Application of emotions  Employee selection  Motivation  Leadership  Decision making  Employee conflict  Job attitude 36

Editor's Notes

  1. Figure 9.2 from: Kassin, S. (2001). Psychology, third edition. Upper Saddle River, NJ: Prentice Hall.
  2. Figure 9.9 from: Kassin, S. (2001). Psychology, third edition. Upper Saddle River, NJ: Prentice Hall. Source: Schachter, S. (1964). The interaction of cognitive and physiological determinants of emotional state. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology, 1, 49-80. New York: Academic Press.
  3. Figure 9.3 from: Kassin, S. (2001). Psychology, third edition. Upper Saddle River, NJ: Prentice Hall. Source: