Chapter 7 of the document discusses motivation within organizational behavior, defining it as the processes accounting for effort toward achieving organizational goals, characterized by intensity, direction, and persistence. It outlines early motivation theories such as Maslow’s hierarchy of needs, McGregor's theory X and Y, and Herzberg’s two-factor theory, as well as contemporary theories like cognitive evaluation, goal-setting, and expectancy theories that explain how various factors influence employee motivation and behavior. The chapter emphasizes the significance of both intrinsic and extrinsic motivators, as well as the importance of equity and expectations in fostering a motivated workforce.

1. ORGANIZATIONAL
BEHAVIOUR

2. Motivation Concepts
CHAPTER 7

3. Motivation
“The processes that account for an individual’s intensity,
direction, and persistence of effort toward attaining a goal –
specifically, an organizational goal.”
Three key elements:
• Intensity – how hard a person tries
• Direction – effort that is channeled toward, and consistent
with, organizational goals
• Persistence – how long a person can maintain effort

4. Early Theories of Motivation
The early theories of motivation may not be valid,
but they do form the basis for contemporary
theories and are still used by practicing managers.
 Maslow’s Hierarchy of Needs Theory
 McGregor’s Theory X and Theory Y
 Herzberg’s Two-Factor Theory
 McClelland’s Theory of Needs

5. Maslow’s Hierarchy of Needs Theory

6. Maslow’s Hierarchy of Needs Theory
1. Physiological. Includes hunger, thirst, shelter, sex, and other
bodily needs.
2. Safety. Security and protection from physical and emotional
harm.
3. Social. Affection, belongingness, acceptance, and friendship.
4. Esteem. Internal factors such as self-respect, autonomy, and
achievement, and external factors such as status,
recognition, and attention.
5. Self-actualization. Drive to become what we are capable of
becoming; includes growth, achieving our potential, and self-
fulfillment.

7. McGregor’s Theory X and Theory Y
Theory X assumptions are basically negative.
• Employees inherently dislike work and, whenever
possible, will attempt to avoid it.
• They must be coerced, controlled, or threatened
with punishment.
Theory Y assumptions are basically positive.
• Employees can view work as being as natural as rest
or play.

8. Herzberg’s Two-Factor Theory
• A theory that relates intrinsic factors to job satisfaction
and associates extrinsic factors with dissatisfaction.
• Also called motivation hygiene theory.
1. Hygiene factors = when these are adequate, workers
“feel OK” (i.e. they are NOT dissatisfied). Examples
include quality of supervision, company policies and
administration.
2. Motivators = examines factors contributing to job
satisfaction. Thus, there are factors which lead to job
satisfaction and things that don’t (i.e. notice there is a
difference between “non-satisfying” and “dissatisfying
factors”)

9. McClelland’s Theory of Needs
“A theory that states achievement, power, and affiliation
are three important needs that help explain motivation:
Need for Achievement (nAch)
• The drive to excel, to achieve in relation to a set of standards, to strive
to succeed.
Need for Power (nPow)
• The need to make others behave in a way that they would not have
behaved otherwise.
Need for Affiliation (nAff)
• The desire for friendly and close interpersonal relationships.
People have varying levels of each of the three needs.
Hard to measure

10. Cotemporary Theories of Motivation
The name “contemporary” represent the current state of
thinking in explaining employee motivation.
 Cognitive Evaluation Theory
 Goal-Setting Theory
 Self-Efficacy Theory
 Reinforcement Theory
 Equity Theory
 Expectancy Theory

11. Cotemporary Theories of Motivation
Cognitive Evaluation Theory:-
The Cognitive Evaluation theory states that Providing an
extrinsic reward for behavior that had been previously
only intrinsically rewarding tends to decrease the overall
level of motivation.
Goal-Setting Theory:-
A theory that says that specific and difficult goals, with
feedback, lead to higher performance.

12. Cotemporary Theories of Motivation
Self-Efficacy Theory
“An individual’s belief that he or she is capable of performing a task.”
• Higher efficacy is related to:
• Greater confidence
• Greater persistence in the face of difficulties
• Better response to negative feedback (work harder)
Given Hard Goal
Higher Self-Set Goal
Increased Confidence
Higher Performance

13. Cotemporary Theories of Motivation
Reinforcement Theory:
“A theory that says that behavior is a function of its
consequences.”
• Behavior is environmentally caused
• Thought (internal cogitative event) is not important
• Feelings, attitudes, and expectations are ignored
• Behavior is controlled by its consequences – reinforcers
• Is not a motivational theory but a means of analysis of
behavior
• Reinforcement strongly influences behavior but is not likely
to be the sole cause

14. Cotemporary Theories of Motivation
Equity Theory:
A theory that says that individuals compare their job
inputs and outcomes with those of others and then
respond to eliminate any inequities.
• When ratios are equal: state of equity exists – there is no
tension as the situation is considered fair.
• When ratios are unequal: tension exists due to unfairness.
• Tension motivates people to act to bring their situation into
equity.

15. Cotemporary Theories of Motivation
Expectancy Theory:
A theory that says that 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.
• Effort–performance relationship. The probability perceived
by the individual that exerting a given amount of effort will
lead to performance.
• Performance–reward relationship. The degree to which the
individual believes performing at a particular level will lead to
the attainment of a desired outcome.

16. Cotemporary Theories of Motivation
• Rewards–personal goals relationship. The degree to which
organizational rewards satisfy an individual’s personal goals
or needs and the attractiveness of those potential rewards
for the individual.