The document provides an overview of several theories and models of organizational behavior and human motivation: - McGregor's Theory X and Theory Y describe differing assumptions about employee motivation - Theory X sees employees as inherently lazy while Theory Y sees them as self-motivated. - Herzberg's two-factor theory proposes that different factors lead to employee satisfaction versus dissatisfaction - motivators like achievement lead to satisfaction while hygiene factors like salary lead to dissatisfaction. - McClelland's need theory focuses on three dominant needs - achievement, power, and affiliation - as key motivators. - Skinner's operant conditioning theory proposes that behavior is shaped by its consequences, with reinforcement increasing and punishment decreasing

1. ORGANIZATIONAL BEHAVIOR
MAN 605 - Human Behavior in Health Care Organization

2. THEORIES AND
MODELS
Presenters:
Sweet Lyn Balleza
Krizia Marie Bucayan

3. THEORY
THEORY
systematic groupings and principles
that gives a framework
to a significant area of knowledge
a set of principles
on which the practice of an activity is based
an idea used to account for a situation
or justify a course of action

4. THEORY
Theory explains how some aspect of human behavior or performance
is organized.
Belief system
Management orientation

5. THEORY X AND THEORY Y
DOUGLAS MCGREGOR
•Basic divergent attitudes
“Leader’s attitude has a large influence on how it behaves a leader.”

6. THEORY X
• employees are naturally unmotivated dislike working
• encourages an authoritarian style of management
• management must firmly intervene to get things done
• need to be controlled, forced, and warned to deliver
what's needed.
• demand to be supervised at each and every step
• require to be attracted to produce results

7. THEORY Y
• participative style of management
• employees are happy to work, self-motivated and
creative
• enjoy working, explore and accept responsibility
• do not need much guidance
• assume work as a natural part of life
• solve work issues imaginatively (engaged in decision
making)

8. THEORY X
• dislike work, lazy, don’t
like responsibilities
• authoritarian
• specialized
• carrot and stick
COMPARISON
MOTIVATION
MANAGEMENT STYLE AND
CONTROL
WORK ORGANIZATION
REWARDS AND
APPRAISALS
THEORY Y
• self-motivated, seek/take
responsibilities
• participative
• coordinated skill or
knowledge
• frequent opportunities for
promotion

10. THEORY X AND Y
CURRENT STUDY

11. JANUARY 23, 2018
Student researches classroom motivation
By Keith Gibson
We can make one assumption about Nora Johnson: She’s Theory Y all the way.
Johnson, a recent finance graduate at Florida Gulf Coast University, fits the definition of the employee who goes above and beyond on her own initiative — as
defined some 60 years ago by MIT professor Douglas McGregor in his Theory X and Theory Y assumptions about human motivation and management in the
workplace. Theory Y workers such as Johnson are self-motivated, in contrast to Theory X workers who require external motivation and intense supervision,
according to McGregor’s formula.
In the case of Johnson, who grew up in Lithia, near Tampa, her Theory Y work ethic came into play during an independent research project she did with Dr. Bryan
Schaffer, assistant professor of management in the Lutgert College of Business. It was during Theory X/Theory Y discussion in Schaffer’s “Principles of
Management” class that Johnson got the idea to “study student motivation versus faculty perceptions of student motivation through a survey series.”
“I applied this theory to the academic setting, suggesting that professors with stronger Theory Y assumptions believe that students want to complete their work for
the sake of learning rather than simply for the grade,” Johnson said. “In contrast, professors with stronger Theory X assumptions believe the opposite; they feel the
students complete their work for the grade, not because they have a strong desire to learn the material.”
So that’s how then-undergraduate student Johnson again demonstrated that you don’t need to be doing postgraduate work to be a researcher at FGCU. With
Schaffer’s guidance, Johnson would present and publish the findings of the survey at the 2016 National Conference on Undergraduate Research in Asheville, N.C.
The results of that research? “Students of professors with stronger Theory Y assumptions developed stronger Theory Y perceptions of that professor over time,”
Johnson said. “Students of professors with stronger Theory X assumptions developed stronger Theory X self-perceptions of their own work ethic over time.”
And the significance of the findings? “We believe this is the first study that seeks to analyze students’ and professors’ Theory X/Theory Y assumptions in a
longitudinal design, with the hopes of identifying links between professors’ expectations and student sources of motivation,” Schaffer said in an abstract about the
work. “This research is critical in that identified correlations between professors’ views of students and subsequent student assumptions about their own work may
give credence to the idea of a Pygmalion effect (higher expectations lead to an increase in performance) taking place in the classroom.”
For Johnson, who left Southwest Florida immediately after graduation this fall to begin her new career as a green coffee financial analyst with Massimo Zanetti
Beverage USA in New Jersey, the chance to do undergraduate research was “invaluable.”
“This experience really gave me my first taste of data analysis — and I loved it,” Johnson said. “While actively researching this topic, Theory X/Theory Y really
became a part of me and of my life.
“Thanks to the intimate learning environment that FGCU allows, you can have opportunities like this, to study one-on-one with professors, identifying novel
conclusions to questions that nobody else in the world has studied,” Johnson said.
Now that’s a Theory Y attitude if ever there was one.

12. FREDERICK HERZBERG
TWO FACTOR THEORY

13. TWO FACTOR THEORY
• Motivation-Hygiene Theory
• Dual-factor theory
• satisfaction (motivators/satisfiers)
- Performance
- recognition
- job status
- responsibility
- opportunities for growth
• dissatisfaction (hygiene factors/ dissatisfiers)
- salary
- working conditions
- relationship with colleagues
- physical work place
- effective supervision

14. TWO FACTOR THEORY
MOTIVATORS
• Achievement
• Recognition
• Advancement
• Work Challenge
• Possibility for development
• Responsibility
SATISFIERS
• Company policies & administration
• Quality of supervision
• Relationship with supervisor
• Peer relations
• Pay
• Job security
• Working conditions
• Status

15. 4 DIFFERENT COMBINATIONS CAN EXIST AT WORK:
1: High hygiene and high motivation
• ideal situation
• employees are very motivated
• barely have any complaints
2: High hygiene and low motivation
• employees have few complaints
• but they’re not really motivated
• they see their work simply as a pay check.
3: Low hygiene and high motivation
• employees are motivated
• job is challenging
• have complaints about salary
or work conditions
4: Low hygiene and low motivation
• worst possible situation
• employees are not motivated and have
a lot of complaints.

17. • TWO FACTOR THEORY RELATED
ARTICLE
THE JOURNAL OF PSYCHOLOGY
INTERDISCIPLINARY AND APPLIED
VOLUME 120, 1986 – ISSUE 6
CORRELATES OF JOB SATISFACTION: A STUDY OF THE TWO FACTOR THEORY IN
AN EDUCATIONAL SETTING
HAIM HENRY GAZIEL
PAGES 613-626 | RECEIVED 07 MAY 1986, PUBLISHED ONLINE: 02 JUL 2010
Abstract
this study investigated the generality of the dual factor theory of job satisfaction as proposed by
herzberg, mausner, and snyderman (1959). Two questionnaires were employed to examine the
sources of job satisfaction and dissatisfaction for elementary school principals in israel. Results
generally supported the two factor theory. Factors designated by herzberg et al. As satisfiers were
dominant sources of job satisfaction in this study as well. A comparison of the answers to the two
questionnaires indicated that the attitudes toward the items are usually consistent. Results also
showed that the two factor theory is contingent on individual factors.

18. DAVID CLARENCE MCCLELLAND
NEED THEORY

19. DOMINANT NEEDS
achievement power affiliation competence

20. NEEDS ASSESSMENT: FROM THEORY TO PRACTICE
BMJ 1998; 316 DOI: HTTPS://DOI.ORG/10.1136/BMJ.316.7142.1448 (PUBLISHED 09 MAY 1998)
CITE THIS AS: BMJ 1998;316:1448
Table 1 factors determining basis for assessing healthcare needs
the priority attached to different needs, whether of populations or of individuals, raises philosophical
problems. For example, should the principal criterion be the benefit that could potentially be obtained for
each individual, or the severity of their presenting condition?2 in other words, should greater priority (a
greater assessed need) be attributed to the need for surgery of a patient with early stage colorectal cancer
or to the need for hospice care of a terminally ill lung cancer patient? In practice the former, the approach
that favors the greater …
NEED THEORY RELATED ARTICLE

21. BURRHAUS FREDERICK SKINNER
SKINNER OPERANT
THEORY

22. “EXTERNAL ENVIRONMENT INFLUENCES THE BEHAVIOR
PEOPLE EXHIBIT.”
• Reinforcement theory
• one of the oldest theories of motivation
• known as Behaviorism
• Operant Conditioning

23. REINFORCEMENT
NEGATIVE
• Suspension from
work.
• Telling the mistake of
a worker even if
other co-workers are
watching.
• Manager demotes
the employee.
NEUTRAL POSITIVE
• Transfer of workplace.
• Changing job.
• Applying new
strategies.
• Don’t punish a
subordinate in front
of other workers.
• Appealing
compensation.
• Manager praises the
employee.

24. OPERANT CONDITIONING
J. E. R. STADDON AND D. T. CERUTTI
ANNU REV PSYCHOL. AUTHOR
MANUSCRIPT; AVAILABLE IN PMC
2006 JUN 1.
PUBLISHED IN FINAL EDITED FORM
AS:
ANNU REV PSYCHOL. 2003; 54: 115–
144.
PUBLISHED ONLINE 2002 JUN
10. DOI: 10.1146/ANNUREV.PSYCH.54
4.101601.145124
PMCID: PMC1473025
NIHMSID: NIHMS2125
PMID: 12415075
US NATIONAL LIBRARY OF MEDICINE
NATIONAL INSTITUTES OF HEALTH

25. VICTOR H. VROOM
EXPECTANCY THEORY

26. VROOM'S EXPECTANCY THEORY
• assumes that behavior results from conscious choices among alternatives
• to maximize pleasure and to minimize pain
• employee's performance is based on individual factors such as
personality, skills, knowledge, experience and abilities.
•
Desirable reward
for good work
employees' need to believe
that management can offer reward
employee's own confidence
in his capability to perform well

27. VROOM’S LEVEL OF MOTIVATION
( EP x PO x Valence )
EP
Effort Performance
Expectancy
PO
Performance Outcome
Expectancy
Valence
Value or preference
placed on an outcome
Manager is inclined to
believe that increased
sales may result in his
promotion.
Manager is inclined to
believe that increased
marketing effort is
likely to yield increases
in company sales.
Manager is inclined to
place great value on
promotion; hence,
assign a positive value
on it.

28. EXPECTANCY
THE STATE OF THINKING OR HOPING THAT SOMETHING, ESPECIALLY SOMETHING PLEASANT,
WILL HAPPEN OR BE THE CASE.
DEGREE OF AN INDIVIDUAL’S ANTICIPATORY BELIEF THAT HIS SPECIFIC ACTION WILL
CERTAINLY END IN A PARTICULAR RESULT OR OUTCOME.

29. EXPECTANCY MODEL
Has Limitations
Needs Further Testing
Rewards Should Be Considered

30. STRENGTHS AND
WEAKNESSES
• Employee expectations are boosted by rewards and incentives.
• May trigger a motivational process that improves performance.
• Employers will know what they need to offer to motivate their employees.
• Employees will willingly and happily participate in work projects.
• Needs further testing to establish evidence for support.
• Have to consider rewards.
• Reliable measures of the equation should be complete and need to be developed.
• Manager sometimes don’t have enough time or resources.

31. FREDERICK W. TAYLOR
TRADITIONAL THEORY
OF
MOTIVATION

32. TAYLORISM
SCIENTIFIC MANAGEMENT
• Using Science, it analyzes and synthesizes workflows.
• Main objective is improving economic efficiency, especially labour
productivity.
• Worker was compensated according to individual’s production.
• Money is the primary motivation to increase productivity level of
performance of workers.

33. CONTENT
THEORY
• includes the work of David McClelland, Frederick Herzberg, Abraham
Maslow Victor Vroom, and other psychologists
• Herbert Simon's Administrative Behavior concept

34. CONTENT THEORY
Explains why human needs change with time.
Needs of people not subject to observation.
No accurate measurement for monitoring.

35. CONTENT THEORY RELATED STUDIES
•Please see journal

36. CARROT AND STICK THEORY
• refers to a policy of
offering a combination of
rewards and punishment
to induce good behavior.
• Winston Churchill
• Jeremy Bentham

37. Carrot
form of money (pay,
bonuses)
Stick
form of fear
(loss of job,
loss of income,
demotion, other
penalties)

39. Trump to use carrot, stick approach on Kim
WORLD / 9 JUNE 2018,
08:45AM / REUTERS
Reuters/African News Agency (ANA)
Donald Trump and Kim Jong-un.
US President Donald Trump will deploy a mix of charm and pressure to coax North
Korean leader Kim Jong-un into a deal to give up nuclear weapons, trusting his instinct
over briefing books in his ability to strike an accord, aides and former administration
officials said.
Kim, who at 34 is nearly half Trump’s age, will get a concentrated blast of what friends
and foes of Trump have experienced since he became president: a volatile,
unpredictable leader who can be at turns friendly or tough, or both at the same time…

40. MODELS OF
ORGANIZATIONAL
BEHAVIOR

41. SUPPORTIVE MODEL
Depends on
leadership
instead of money
or power.

42. COLLEGIAL MODEL
Collective
responsibility shared
by each member
having a common
purpose.

43. CUSTODIAL MODEL
Depends on economic
resources,
workers dependent on
organization.

44. AUTOCRATIC MODEL
Depends on power
and authority.
If workers
will not follow,
will be punished.

47. THANK YOU!
You want to ask?