Organizational Behavior Chapter 6

Maslow's Hierarchy of Needs

five universal needs they seek to satisfy: physiological needs, safety needs, belongingness needs, esteem needs, and self- actualization needs. (Low to high)

Ways to Restore Equity

1. Employees can change their inputs or outcomes. 2. Employees try to change their referents' inputs or outcomes. 3. Employees change their perceptions of inputs and outcome 4. Employees can change the referent. 5. Employees leave the job or organization or force the referent to leave.

Summary 1

1. Work motivation is the psychological forces within a person that determine the direction of the person's behavior in an organization, the person's level of effort, and the person's level of persistence in the face of obstacles. Motivation is distinct from performance; other factors besides motivation (for example, ability and task difficulty) influence performance.

Summary 2

2. Intrinsically motivated behavior is behavior performed for its own sake. Extrinsically motivated behavior is behavior performed to acquire material or social rewards or to avoid punishment.

Summary 3

3. Need theory, expectancy theory, equity theory, and organizational justice theory are com- plementary approaches to understanding motivation. Each answers different questions about the nature and management of motivation in organizations.

Summary 4

4. Need theories of motivation identify the needs that employees are motivated to satisfy on the job. Two major need theories of motivation are Maslow's hierarchy of needs and Alderfer's existence-relatedness-growth theory.

Summary 5

5. Expectancy theory focuses on how employees decide what behaviors to engage in on the job and how much effort to exert. The three major concepts in expectancy theory are valence (how desirable an outcome is to an employee), instrumentality (an employee's perception about the extent to which a certain level of performance will lead to the attainment of a particular outcome), and expectancy (an employee's perception about the extent to which effort will result in a certain level of performance). Valence, instrumentality, and expectancy combine to determine motivation.

Summary 6

6. Equity theory proposes that employees compare their own outcome/input ratio (the ratio of the outcomes they receive from their jobs and from the organization to the inputs they contribute) to the outcome/input ratio of a referent. Unequal ratios create tension inside the employee, and the employee is motivated to restore equity. When the ratios are equal, employees are motivated to maintain their current ratio of outcomes and inputs or raise their inputs if they want their outcomes to increase.

Summary 7

7. Organizational justice theory is concerned with employees' perceptions of overall fairness in their organizations. Four forms of organizational justice are distributive justice, procedural justice, interpersonal justice, and informational justice. Perceptions of organizational justice can have widespread ramifications for employee motivation, attitudes, and behaviors.

NEED THEORY

A group of theories about work motivation that focuses on employees' needs as the sources of motivation.

NEED

A requirement for survival and well-being.

EQUITY THEORY

A theory about work motivation that focuses on employees' percep- tions of the fairness of their work outcomes and inputs.

EXPECTANCY THEORY

A theory about work motivation that focuses on how employees make choices among alternative behaviors and levels of effort.

ORGANIZATIONAL JUSTICE

An employee's perception of overall fairness in his or her organization.

INTRINSICALLY MOTIVATED WORK BEHAVIOR

Behavior performed for its own sake.

Extrinsically motivated work behavior

Behavior performed to acquire material or social rewards or to avoid punishment.

COUNTERPRODUCTIVE WORK BEHAVIORS

Behaviors by an employee that violate organizational values and norms and that can potentially harm individuals and the organization.

INFORMATIONAL JUSTICE

Employee perceptions of the extent to which managers explain their decisions and the procedures they used to arrive at these decisions.

Alderfer's ERG Theory

Existence needs, Relatedness needs,Growth Needs (Low to high)

Level of effort

How hard does a person work to perform a chosen behavior?

OUTCOME/INPUT RATIO

In equity theory, the relationship between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs).

EXPECTANCY

In expectancy theory, effort will result in a certain level of performance.

INSTRUMENTALITY

In expectancy theory,performance of one or more behaviors will lead to the attainment of a particular outcome.

Motivation Equation

Input > Performance > Outcome

Underpayment inequity

Outcome/input < Outcome/input, The inequity that exists when a person perceives that his or her outcome/input ratio is less than the ratio of a referent.

Equity

Outcome/input = Outcome/input

Overpayment inequity

Outcome/input > Outcome/input, The inequity that exists when a person perceives that his or her outcome/input ratio is greater than the ratio of a referent.

DISTRIBUTIVE JUSTICE

The perceived fairness of the distribution of outcomes in an organization.

INTERPERSONAL JUSTICE

The perceived fairness of the interpersonal treatment employees receive from the distributors of outcomes or their managers.

PROCEDURAL JUSTICE

The perceived fairness of the procedures used to make decisions about the distribution of outcomes in an organization.

WORK MOTIVATION

The psychological forces that determine the direction of a per- son's behavior in an organization, a person's level of effort, and a person's level of persistence.

Level of persistence

When faced with obstacles, roadblocks, and stone walls, how hard does a person keep trying to perform a chosen behavior successfully?

Direction of behavior

Which behaviors does a person choose to perform in an organization?

VALENCE

the desirability in expectancy theory