ORGANIZATIONAL BEHAVIOUR

Chapter 5

Motivation : Needs, Contents & Processes Maslows

Hierarchy of Needs, Herzbergs 2 Factor Theory, ERG Theory Vroom's Expectancy Theory

Parveen Kaur

Agenda
2

Introduction Motivation theory Content Theories Process Theories

CH 5 MOTIVATION

Motivation

Refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

Model of Motivation

NEED-Creates desire to fulfill needs (food, friendship, recognition, achievement).

BEHAVIORResults in actions to fulfill needs.

OUTCOMES/RE WARDS-Satisfy needs; intrinsic or extrinsic rewards.

FEEDBACK-Reward informs person whether behavior was appropriate and should be used again.

Two Types of Rewards

Intrinsic rewards-- satisfactions a person receives in the process of performing a particular action. Extrinsic rewards-- given by another person.

Motivational Theories
A person's motivation, job satisfaction and performance will be determined by the strength of their needs and expectations and the extent to which they are fulfilled.

Content theories place emphasis on what motivates, seeking to identify and account for the specific influences that motivate people. Process theories of motivation concern the thought process that influence behaviour.

Content Theories Emphasize the needs that motivate people

Maslows Hierarchy of Needs Alderfer E.R.G. Theory Herzberg 2 Factor Theory

Process Theories
Adams Equity Theory Vroom Expectancy Theory

Maslows Need Theory

Abraham Maslow put forward the proposition that there are levels of need, each of which is dominant until it is satisfied; only then does the next level of need become a motivating factor.

Physiological Needs This includes basic survival needs such as food, water, air and the means to survive.

Physiological Needs

Maslows Need Theory

Safety Needs This includes personal protection from physical dangers & also less obvious threats such as redundancy

Safety Needs

Physiological Needs

Maslows Need Theory

Affiliation Needs Needs include affection, sense of belonging and social aspects like friendships & social activities.

Affiliation Needs Safety Needs

Physiological Needs

Maslows Need Theory

Esteem Needs These include self respect and the respect of others, also status, recognition and appreciation.

Esteem Needs Affiliation Needs

Safety Needs

Physiological Needs

Maslows Need Theory

Self Actualisation This is about being given the opportunity to develop to your full potential & will be different for every individual

Self Actualisation Esteem Needs Affiliation Needs

Safety Needs

Physiological Needs

Assumptions

Different levels of needs are universally addressed sequentially. Which means that needs at one level will not normally play a significant part in motivation until those at the level immediately below have been satisfied. Maslow assumes that needs which are satisfied no longer have a motivational effect . If you want to motivate someone , you need to understand what level of hierarchy that person is currently on. Divides needs into lower order and higher order needs .

Criticism

The idea that the hierarchy is universally applicable. Every individual is unique , and so it is extremely difficult to make generalizations about needs.

Figure 14.1 Opportunities for satisfaction in Maslows hierarchy of human needs.

18

19

ALDERFERS ERG THEORY

ERG THEORY
Alderfer proposed three principle needs - Existence [E], Relatedness [R] and Growth [G]. Alderfer' s theory is often presented as a refinement of Maslow's Hierarchy. A criticism of Maslow is that the hierarchical nature does not allow for fluidity between levels, Although, like Maslow, he considered that people move in a linear way from one stage to another, he regarded the stages as part of a continuum rather than a hierarchy

Growth
selfactualisation

esteem

Relatedness
social

security

Existence
physiological

Maslow Vs Alderfer.

Alderfer does not assume that there exists a rigid hierarchy in which a lower level need must be substantially gratified before one can move on. e.g growth and relatedness. Alderfer does not assume a sequential progression up to hierarchy , but allows for more than one level to be active at the same time. ERG theory is more in tandem with individual differences , for instance for one money could be the most important but for others it could be last.

Herzbergs Two factor Theory

HERZBERG Divides the work environment into two major groups Hygiene factors and Motivators . Motivators are the factors that produce good feelings about work , while hygiene factors , if not present can result in feelings that the work situation is unsatisfactory. HYGIENE as it plays the role similar to preventive medicine , they stop illness (dissatisfaction) form occurring , and work can be very dissatisfying if they are absent .

HERZBERGS TWO FACTOR THEORY

HYGIENE FACTORS & MOTIOVATORS

Motivators are the factors that produce good feelings about work

Hygiene factors , if not present can result in feelings that the work situation is unsatisfactory. The presence of these conditions does not bring strong motivation .

The Hygiene factors are pre-requisites for effective motivation but are powerless to motivate by themselves

HYGIENE FACTORS & MOTIOVATORS

Motivator Factors
The job itself 1. Sense Of achievement. 2. Recognition. 3. Challenging job. 4. Increase in responsibility. 5. Growth and development.

Hygiene Factors
The Environment 1. Policies and administration. 2. Supervision. 3. Working conditions 4. Interpersonal relations. 5. Money, status security.

Herzbergs Two factor Theory

Herzberg
His Two Factor theory was proposed by Fredrick herzberg .He suggested that when people are dissatisfied with their work it is usually because of discontent with environmental factors. He called these factors Hygiene Factors" because, at best, they prevent or minimize dissatisfaction - in the same way that good hygiene prevents threats to health but does not in itself give good health. "Motivating Factors" on the other hand, create job satisfaction and can motivate an individual to superior performance and effort.

Hygiene Factors

Salary
Security Status

Working Conditions Supervision

Herzberg
His Two Factor theory was proposed by Fredrick herzberg .He suggested that when people are dissatisfied with their work it is usually because of discontent with environmental factors. He called these factors Hygiene Factors" because, at best, they prevent or minimise dissatisfaction - in the same way that good hygiene prevents threats to health but does not in itself give good health. "Motivating Factors" on the other hand, create job satisfaction and can motivate an individual to superior performance and effort.

Motivating Factors Achievement

Advancement
Growth Recognition Responsibility Type of Work

Criticism of the theory

-

The Hygiene factors and motivators could be incorrectly classified.What are motivators for one person could well be hygiene for another. The theory has also been criticized in terms of its very limited range of applications.

McClellands Theory Of Needs.

Need for Achievement: n(Ach) - Try to do things better . - Have a drive to excel . - To strive and Succeed. - Do not like to succeed by Chance. - Prefer Challenging work. - Take the full responsibility for Success and Failure.

McClellands Theory Of Needs.

Need for Power : n(Pow) - Desire to have Influence over others. - Enjoy being In charge. - Prefer to be placed into Status oriented situations. - Concerned with prestige .

McClellands Theory Of Needs.

Need for Affiliation : n(Aff) - Strive for Friendship. - Cooperative situation rather than competitive. - Mutual Understanding.

Theories of Motivation
Needs Hierarchy Theory SelfActualization ERG Motivator--Hygiene Theory Theory McClellands Learned Needs Growth Motivators Need for Achievement Need for Power

Esteem
Belongingness Relatedness

Safety
Physiological Existence

Hygienes

Need for Affiliation

Process Theories
These theories focus strongly on variables that account for the direction , intensity and persistence of behavior and the way that these variables interact

Goal Setting Theory

The major concern is the way that performance is affected by the process of Setting Goals .

Most people have goals of some sort.

Goal Setting Theory

The two basic features of goals are said to be highly important. Goal Difficulty : The extent to which a goal is challenging and demanding for the individual. Goal Specificity: Clarity and Explicitness of the performance targets.

Goal Setting Theory

Goals give rise to goal directed effort. That is Direction and Persistence of Behavior. Two additional factors are: Goal Acceptance: Extent to which someone accepts a goal appropriate one for him or her self. Goal Commitment : Which is a persons vested interest in achieving the goal.

Goal Setting Theory

Person must be able to see that achieving the goal will lead to the receipt of valued outcome.
Participative goal setting. In order to increase future commitment , it is important to give accurate feedback on performance.

Goal Setting Theory

Performance can also be strongly influenced by two additional factors. Organizational Support : Extent to which adequate resources are available to the person who has to achieve the goals. Individual ability and Training: Need to be commensurate with achieving the goal.

1. GOAL DIFFICULTY

3. GOAL ACCEPTANCE

7. ORGANISATIONAL SUPPORT

5. GOAL DIRECTED 6. PERFORMANCE BEHAVIOR

9. REWARDS 10.SATISFACTION

2. GOAL SPECIFICITY

4. GOAL COMMITMENT

8 INDIVIDUAL ABILITY & TRAINING

Goal Setting Theory

Expectancy Theory
Expectancy theory states that the strength of an individual's motivation will depend on the extent to which they expect the results of their efforts to contribute towards their personal needs or goals.

Expectancy Theory
Assumptions: - In choosing between different courses of action people are influenced by their expectations of whether the action will result in a favorable outcome for themselves. - People are capable of weighing up the odds about whether acting in a certain way will result in a favorable outcome.

Expectancy Theory

A persons desire to produce at any given time depends on his particular goals and his perception of the relative worth of performance as a path to the attainment of these goals.

Employees motivated to exert high level of effort .

If

Believes that effort will lead to good Performance Appraisal ( Favorable Outcome).
And

Whether good Appraisal will lead to rewards such as Bonus, promotion. That satisfy his personal goals.

Victor Vrooms Expectancy Theory

Valence : Is the strength of an individuals
preference for a particular outcome and can be positive or negative. A Valence is 0 , when an individual is indifferent towards an outcome , the valence is negative when the individuals does not want to attain the outcome. the valence is positive for the outcome which the employee was expecting.

Victor Vrooms Expectancy Theory

Outcomes : Outcomes are the things that result
-

from the behavior and can be expressed at two levels. First level outcome. ( Performing the new task) Second level outcome. (Gaining Promotion

Victor Vrooms Expectancy Theory

Instrumentality- Consists of the perceived strength of the connection between first level outcomes and second level outcomes.
e.g. Likelihood that promotion will be forth coming if the new task is successfully performed.

Victor Vrooms Expectancy Theory

Expectancy: refers to the individual's perception

of the link between behavior and outcome.

Elements in the expectancy theory of motivation.

51

Victor Vrooms Expectancy Theory

A persons desire to produce at any given time depends on his particular goals and his perception of the relative worth of performance as a path to the attainment of these goals.

Victor Vrooms Expectancy Theory

The 4 steps inherent in Vrooms theory are. 1. What outcome does the job offer the employee? What is the thing which the individual perceives the outcome to be. 2. How attractive do employees view these outcomes.

Victor Vrooms Expectancy Theory

3. What kind of behavior must the employee produce in order to achieve these objectives?
4. How does the employee view his chances of doing what is asked of him?