Organization behaviour

1. MOTIVATION AND
THEORIES OF
MOTIVATION
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2. INTRODUCTION TO MOTIVATION
IN LITERAL SENSE:
The psychological feature that arouses an organism to action toward a desired goal; the reason for
the action; that which gives purpose, and direction to behaviour.
Motivation is one of the forces that lead to performance.
Motivation is defined as the desire to achieve a goal or a certain performance level, leading to
goal-directed behaviour.
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3. FEATURES OF MOTIVATION
Motivation is an internal feeling
Motivation produces goal directed behaviour
Motivation contains systems orientation
Motivation can either be positive or negative
Motivation is different from job satisfaction
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4. IMPORTANCE OF MOTIVATION
oProductive use of resources
oIncreased efficiency and output
oAchievement of goals
oDevelopment of friendly relationships
oStability in workforce
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5. THEORIES OF MOTIVATION
The theories of motivations are divided into
three main categories:
1. Content Theories
2. Process theories
3. Reinforcement theory
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6. CONTENT THEORIES
1. MASLOW’S NEED HIERARCHY THEORY
2. ALDERFER’S ERG MODEL
3. ACHIEVEMENT MOTIVATION THEORY
4. THEORY X AND THEORY Y
5. THEORY Z
6. MATURITY - IMMATURITY THEORY
7. HERZBERG'S TWO-FACTOR THEORY
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7. MASLOW’S NEED HIERARCHY
THEORY
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8. 2. ALDERFER’S ERG MODEL
Existence Needs
It includes all material and physiological desires (e.g., food, water, air,
clothing, safety, physical love and affection).
Relatedness Needs
Encompass social and external esteem; relationships with
significant others like family, friends, co-workers and
employers. This also means to be recognized and feel secure as
part of a group or family.
Growth Needs
Internal esteem and self-actualization; these impel a person to
make creative or productive effects on himself and the
environment (e.g., to progress toward one's ideal self). This
includes desires to be creative and productive, and to complete
meaningful tasks.
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9. ACHIEVEMENT MOTIVATION THEORY
David McClelland built on this work in his 1961 book, "The
Achieving Society."
Identified three motivators that he believed we all have: a need for
achievement, a need for affiliation, and a need for power.
According to McClelland, these motivators are learned (which is
why this theory is sometimes called the Learned Needs Theory).
Regardless of our gender, culture, or age, we all have three
motivating drivers, and one of these will be our dominant motivating
driver.
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10. ACHIEVEMENT MOTIVATION THEORY
(contd..)
Power need (n Pow): this is the need to dominate,
influence and control others. Power speaks about the
ability to manipulate or control the activities of others to
suit one’s own purposes.
Affiliation need (n Aff): the need for affiliation is a
social need, for companionship and support, for
developing meaningful relationship with people.
Achievement need (n Ach): this is a need for challenge,
for personal accomplishment and success in competitive
situations.
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11. THEORY X AND THEORY Y
Douglas McGregor, an
American social
psychologist, proposed
his famous X-Y theory in
his 1960 book 'The
Human Side Of
Enterprise‘
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12. THEORY Z
Theory Z is an approach to management based upon a combination
of American and Japanese management philosophies.
Theory Z was first identified as a unique management approach by
William Ouchi in the 1981 book, Theory Z: How American
Companies Can Meet the Japanese Challenge.
It is characterised by:
◦ long-term job security,
◦ consensual decision making,
◦ slow evaluation and promotion procedures,
◦ and individual responsibility within a group context
Sometimes considered a blend of the model Theory X and Theory Y, with
more of a leaning towards Theory Y.
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13. 6. MATURITY - IMMATURITY THEORY
Chris Argyris explored the concept of organizational learning.
According to Argyris, seven changes should take place in the
personality of individuals if they are to develop into mature
people over the years.
1. First, individuals move from a passive state as infants to a
state of increasing activity as adults.
2. Second, individuals develop from a state of dependency
upon others as infants to a state of relative independence
as adults.
3. Individuals behave in only a few ways as infants, but as
adults they are capable of behaving in many ways.
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14. MATURITY - IMMATURITY THEORY
(Contd.)
4. Individuals have erratic, casual, and shallow interests as infants
but develop deeper and stronger interests as adults.
5. The time perspective of children is very short, involving only the
present, but as they mature, their time perspective increases to
include the past and the future.
6. Individuals as infants are subordinate to everyone, but they move
to equal or superior positions with others as adults.
7. As children, individuals lack an awareness of a "self," but as adults
they are not only aware of, but they are able to control "self."
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15. HERZBERG'S TWO-FACTOR THEORY
Frederick Herzberg's two-
factor theory, also known as the
motivation-hygiene theory or
intrinsic/extrinsic motivation.
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16. II. PROCESS THEORIES
A. The Equity Theory
B. The Expectancy theory
C. The goal setting theory.
D.Porter and Lawler Model
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17. A. The Equity Theory
John Stacey Adams' equity theory helps
explain why pay and conditions alone do not
determine motivation. It also explains why
giving one person a promotion or pay-rise
can have a demotivating effect on others.
Inputs: time, effort, loyalty, hard work,
commitment, ability, adaptability, flexibility,
tolerance, determination, enthusiasm,
personal sacrifice.
Outputs: Typical outcomes are job security,
esteem, salary, employee benefits,
expenses, recognition, reputation,
responsibility, sense of achievement, praise,
thanks.
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18. B. The Expectancy theory
POSTULATED BY VICTOR VROOM.
It presents a valid, comprehensive and useful approach to
management.
It is a choice model.
Built around three concepts:
1. Valence.
2. Expectancy.
3. Instrumentality.
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19. B. The Expectancy theory
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20. B. The Expectancy theory
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21. C. THE GOAL SETTING THEORY.
Postulated by Edwin Locke.
According to him, motivation is a result of rational and
intentional behavior.
Suggests that managers and subordinates should
establish goals on a regular basis.
Goals should be moderately difficult and specific.
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22. D. Porter and Lawler Model
POSTULATED BY PORTER AND LAWLER
PROMOTED THE THESIS THAT PERFORMANCES CAUSES SATISFACTION.
EXPLORED THE RELATIONSHIP BETWEEN MOTIVATION, SATISFACTION
AND PERFORMANCE.
PERFORMANCE IN AN ORGANISATION IS FUNCTION OF THREE
IMPORTANT FACTORS:
1. DESIRE TO PERFORM.
2. MOTIVATION ALONE WILL NOT LEAD TO PERFORMANCE.
3. A PERSON MUST HAVE REQUSITE SKILLS AND KNOWLEDGE TO
DO A JOB.
PERFORMANCE LEADS TO REWARDS.
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23. III. REINFORCEMENT THEORY
Reinforcement theory of motivation was proposed by BF
Skinner and his associates.
 It states that individual’s behaviour is a function of its
consequences.
This theory focuses totally on what happens to an
individual when he takes some action.
The managers use the following methods for
controlling the behaviour of the employees:
◦ 1. Positive Reinforcement
◦ 2. Negative Reinforcement
◦ 3. Punishment
◦ 4. Extinction
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24. MOTIVATIONAL
APPLICATION
;
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25. What Is Employee Involvement?
Employee Involvement Program
A participative process that uses the entire capacity of
employees and is designed to encourage increased
commitment to the organization’s success

26. Examples of Employee Involvement Programs
Participative Management
A process in which subordinates share a significant
degree of decision-making power with their immediate
superiors

27. Examples of Employee Involvement
Programs (cont’d)
Representative
Participation
Workers participate in
organizational decision
making through a small
group of representative
employees.
Works Councils
Groups of nominated or
elected employees who must
be consulted when manage-
ment makes decisions
involving personnel
Board Representative
A form of representative
participation; employees sit on
a company’s board of directors
and represent the interests of
the firm’s employees.

28. Alternative Work Arrangements
Flextime
Employees work during a common core time period each
day but have discretion in forming their total workday from
a flexible set of hours outside the core.
Job Sharing
The practice of having two or more people split a 40-
hour-a-week job

29. Alternative Work Arrangements, cont.
Categories of Telecommuting Jobs
• Routine information-handling tasks
• Mobile activities
• Professional and other knowledge-
related tasks
Telecommuting
Employees do their work at home on a computer that is
linked to their office.

30. Examples of Employee Involvement
Programs (cont’d)
Quality Circle
A work group of employees who meet regularly to
discuss their quality problems, investigate causes,
recommend solutions, and take corrective actions

31. Employee Recognition Programs
 Intrinsic rewards: Stimulate Intrinsic Motivation
– Personal attention given to employee
– Approval and appreciation for a job well done
– Growing in popularity and usage
 Benefits of Programs
– Fulfill employees’ desire for recognition
– Inexpensive to implement
– Encourages repetition of desired
behaviors
 Drawbacks of Programs
– Susceptible to manipulation by management

32. From the Wall Street Journal, October 21, 1997. Reprinted by permission of Cartoon Features Syndicate.

33. Implications for Managers
In Order to Motivate Employees:
◦ Recognize individual differences
◦ Use goals and feedback
◦ Allow employees to participate in decisions that affect
them
◦ Link rewards to performance
◦ Define the employees' role
◦ Offer training and development
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34. CONCLUSION
1. Motivation is the work that a manager performs to inspire,
encourage and compel people to accomplish desired goals.
Properly motivated employees can produce excellent results by
putting facilities to good use.
2. Understanding the complexities involved in motivating people is
not an easy job since human behaviour is unpredictable and is the
result of multiple causes. Three kinds of theories have evolved.
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