Organization Behavior - Final (Chapter 6 & 7)

• Developed by psychologist Abraham Maslow in the 1940s. • Maslow believed that people have an innate desire to satisfy a given set of needs. • Maslow believed that these needs are arranged in a hierarchy of importance, with the most basic needs at the foundation of the hierarchy. • Maslow believed that each need level must be satisfied before the level above it becomes important. • The escalation up the hierarchy continues until the self- actualization needs become the primary motivators.

The Hierarchy of Needs

Theories of Motivation

The basic premise of need theories, consistent with the motivation framework introduced earlier, is that humans are motivated primarily by deficiencies in one or more important needs or need categories.

Equity

The belief that we are being treated fairly in relation to others.

Inequity

The belief that we are being treated unfairly in relation to others

The Need for Power

The desire to control the resources in one's environment.

hedonism

The earliest view of motivation was based on the concept of _______________, the idea that people seek pleasure and comfort and try to avoid pain and discomfort.

Goal Acceptance

The extent to which a person accepts a goal as his or her own.

Goal Commitment

The extent to which a person is personally interested in reaching a goal.

Need-Based Theories of Motivation

The need-based theories of motivation reflect a content perspective in that they attempt to describe what factor or factors motivate behavior. They try to list specific things that motivate behavior.

Esteem Needs

These needs are met at least partially by job titles, choice offices, merit pay increases, awards, and other forms of recognition.

Directions Effort

Towards a beneficial goal

Procedural Justice

reflects the perceived fairness of decision-making processes. - When authorities adhere to rules of fair process

Interpersonal Justice

reflects the perceived fairness of the treatment received by employees from authorities

- tend to set moderately difficult goals and make moderately risky decisions - want immediate specific feedback on their performance - assume personal responsibility for getting things done - have a preoccupation with work

Characteristics of High Need Achievers

Affiliation Needs

Managers can help satisfy these needs by fostering a sense of group identity and interaction among employees.

f (E -> P, P -> O, V)

Motivation =

- achievement - recognition - the work itself - responsibility - advancement

Motivation Factors: Examples

moderately positive

Motivation has a __________ effect in organizational committment

Strong positive

Motivation has a ___________ relationship with job performance

behave

Motivation is the set of forces that cause people to __________ as they do.

need

Motivation starts with a ____________. People search for ways to satisfy their _________ and then behave accordingly.

achievement, affiliation, and power

Other important individual needs include the needs for _____________, _____________, and _____________.

- They must seek power for the betterment of the organization rather than for their own interests. - They must have a fairly low need for affiliation (fulfilling a personal need for power may well alienate others in the workplace). - They need plenty of self-control to curb their desire for power when it threatens to interfere with effective organizational or interpersonal relationships.

People with a high need for power can be successful managers if three conditions are met:

f (effort, ability, environment)

Performance =

Security Needs

Security needs can be satisfied by such things as job continuity, a grievance system, and an adequate insurance and retirement system.

Attribution Theory

Suggests that employees observe their own behavior, determine whether it is a response to factors external or internal, and shape their future motivated behavior accordingly.

Self-Actualization Needs

- Achieved when people meet their full potential. - These needs are the hardest to understand and the most difficult to satisfy.

Human Relations Approach

- Arose from the Hawthorne studies. - Suggested that people are motivated by things other than money; in particular, employees are motivated by and respond to their social environment at work. - Favorable attitudes, such as job satisfaction, were presumed to result in improved employee performance.

Scientific Management

- Associated with the work of Frederick Taylor. - Assumed that employees are motivated by money. - Introduced the idea of "piece rate pay."

Skinner's Ideas

- Behavior is primarily determined by its consequences. - Threetypesofconsequencescanbeidentified: • Pleasant, Unpleasant, and Neutral. - Pleasant consequences increase the probability of repeating a behavior. Unpleasant consequences decrease the probability of repeating a behavior. Neutral consequences cause B-->C Link to disconnect

Thorndike's Law of Effect

- Behavior with favorable consequences tend to be repeated, while behavior with unfavorable consequences tends to disappear.

Motivation and hygiene factors

- Hygiene factors are extrinsic to the work itself and include factors such as pay and job security. - These factors do not necessarily lead to satisfaction. If inadequate, however, these factors can lead to dissatisfaction.

ERG Theory

- Represents an extension and refinement of the need hierarchy theory. - The _________ theory describes existence, relatedness, and growth needs. - The _________ theory suggests that if people become frustrated trying to satisfy one set of needs, they will regress back to the previously satisfied set of needs.

Expectancy Theory

- Suggests that people are motivated by how much they want something and the likelihood they perceive of getting it. - Expectancy theory is a more encompassing model of motivation than equity theory.

Goal Specificity

- The clarity and precision of a goal. - Specific, rather than vague, goals are typically the most effective.

Valence

- The degree of attractiveness or unattractiveness of a particular outcome. - An outcome is anything that results from performing a particular behavior.

Goal Difficulty

- The extent to which a goal is challenging and requires effort. - Difficult, yet realistic, goals are typically the most effective.

Intensity DIrections Persistence

3 Key Elements of Motivation

1) Distributive 2) Procedural 3) Interpersonal 4) Informative

4 Dimensions of Justice

Effort-to-Performance Expectancy (Expectancy)

A person's perception of the probability that effort will lead to performance.

Performance-to-Outcome Expectancy (Instrumentality)

A person's perception of the probability that performance will lead to certain outcomes.

f (aptitude, training, experience)

Ability =

hierarchy

According to Maslow, human needs are arranged in a ______________, from physiological to self-actualization.

Physiological Needs

Adequate wages, ventilation, and comfortable temperatures and working conditions are measures taken to satisfy this most basic level of need.

Equity Theory

Based on the relatively simple premise that people in organizations want to be treated fairly.

f (motivation)

Effort =

- First, everyone in the organization needs to understand the basis for rewards. • For example, if people are to be rewarded more for high-quality work than for quantity of work, that fact needs to be clearly communicated to employees. - Second, people tend to take a multifaceted view of their rewards; they perceive and experience a variety of rewards, some tangible and others intangible. - Finally, people base their actions on their perceptions of reality.

Equity theory offers managers three messages

Expectancy Theory

Example of what theory: You'll be more motivated to work on the assignment in Org if you're confident that trying hard will allow you to complete it sucessfully

- Goals provide a useful framework for managing motivation. Managers and employees can set goals for themselves and then work toward them. - Goals are an effective control device; control is monitoring by management of how well the organization is performing.

Goals are useful for two purposes in most organizations:

Hedonism, Scientific Management, Human Relations, Maslow's, McClelland's Theory of Needs, Herzberg's Two Factor Theory, Aderfer's ERG Theory

History of Motivation Content: (7)

Expectancy concerns vrooms's VIE Theory Lawler and Porter's Expect. Theory Cognitive dissonance Adam's equity theory Ryans Goals and Intentions Locke's goal setting theory

History of Motivation's Process: (7)

Intensity Effort

How hard a person tries

Persistence Effort

How long a person tries

- supervision - working conditions - py and job security - company policies - relationships

Hygiene factors: Examples

satisfaction and dissatisfaction

In Herzberg's dual-structure theory, ________________ and ______________ are two distinct dimensions instead of opposite ends of the same dimension.

Learning

is a relatively permanent change in behavior or potential behavior that results from direct or indirect experience.

Goal Setting

is a very useful method of enhancing employee performance. From a motivational perspective, a goal is a desirable objective.

Motivation

is the set of forces that lead people to behave in particular ways. Motivation is important in organizations because, in conjunction with ability and environment, it determines performance.

The Porter-Lawler Model

model suggests that a high performance level, if followed by equitable rewards, may lead to increased satisfaction.

Distribution Justice

perceived fairness of the amount and allocation of rewards among individuals. - determined by whether pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms

Informative Justice

perceived fairness of the communications provided by employees from authories

Process Theories of Motivation

theories of motivation focus on how motivated behavior occurs. They explain how people go about satisfying their needs.

The Goal-Setting Theory of Motivation

theory of motivation assumes that behavior is a result of conscious goals and intentions. Therefore, by setting goals for people in the organization, a manager is able to influence their behavior.

Management By Objectives

• A collaborative goal-setting process through which organizational goals cascade down throughout the organization. • MBO programs help implement goal-setting theory on a systematic basis throughout the organization.

The Dual-Structure Theory

• Developed by Frederick Herzberg • Herzberg conceptualized motivation as a dual structure phenomenon consisting of motivation factors and hygiene factors. - Motivation factors are intrinsic to the work itself and include factors such as achievement and recognition. These factors cause motivation and satisfaction.

The A-B-C of Learning Theories: The Classical Conditioning

• Ivan Pavlov used dogs to describe this theory. • It involves pairing of unconditioned stimulus with conditioned stimulus to obtain a conditioned response. • Such responses were termed as "Reflexive Responses." • The idea of S-->R was the outcome of the classical learning theory.

Need for Achievement

• Most frequently associated with the work of David McClelland. • The need for ____________ is the desire to accomplish a task or goal more effectively than in the past.

The Need for Affiliation

• The need for human companionship. • Individuals with a high need for affiliation tend to want reassurance and approval from others and usually are genuinely concerned about others' feelings. • People with a high need for affiliation often work in jobs with a lot of interpersonal contact.