Motivation

© 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.

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

Motivation cycleMotivation cycle
 Motives
 Goals
 Behaviors

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

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.

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.

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.

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.

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.

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

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.

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.

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

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.

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

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.

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

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

EMOTIONSEMOTIONS

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”

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

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.

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.

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

Essential ingredientsEssential ingredients
 Emotional literacy
 Emotional fitness
 Emotional domain
 Emotional alchemy

FrameworkFramework
Personal competence
 Self awareness
 Self management
Social competence
 Social awareness
 Relationship
management

BenefitsBenefits
 Increased performance
 Effective leaders
 More teamwork
 Improved and enhanced innovation
 courage

The Physiological Component
A Historical Perspective
James-Lange Theory of Emotion
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.

Cannon-Bard Theory of Emotion
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

Motivation

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