Organizational Behaviour

Motivation

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 Objective
At the end of this session you will be able to:
 Define motivation

 Identify types of motivation

 Discuss different types of motivational theory

 Identify different types of strategies to create a motivating

climate

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 Motivation

 The force within the individual that influences the

direction of behaviour.
 The action people take to satisfy unmet needs.

 The willingness to put efforts in achieving a goal.

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 Motivation cont’d

 The amount and quality of work accomplished by managers

directly reflect their motivation and that of their subordinate.

Why some manager or employees more motivated than

others?
How do de-motivated manager affect their subordinate?
What can the manager do to help the employee who is de-
motivated?

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Motivation cont’d
The motivational problems frequently encountered by the
manager are complex.
To respond to unmotivated staff, managers need an
understanding of the relationship b/n motivation and behavior.

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Behavior
An action that has a specific frequency, duration
and purpose.

What we “do” and how we “act”.

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 Types of Motivation
A. Intrinsic Motivation
B. Extrinsic motivation

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A. Intrinsic Motivation

Within the person

Comes from the actual performance of the task or job

Evident when people engage in an activity for their own sake

Parents and peers play a major role in shaping a person's

values about what he/she wants to do and be.

Influenced by Cultural background

Intrinsic motivators - achievement, responsibility, competence

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B. Extrinsic Motivation
 Influenced by the job environment or external rewards.
 The reward occurs after the work has been completed
 Motivators
– Tangible reward - payment, promotion
– Intangible reward- praise or public commendation.

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 Motivational Theories

• Historically, motivational theories more concerned

with three things:
a) What mobilizes or energizes human behavior

b) What directs behavior towards accomplishment of some

objective

c) How such behavior is sustained over time

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 Motivational Theories cont’d…

 Types of theories:
Hierarchy of needs theory
ERG theory
Two-factor theory
Operant conditioning theory
Expectance theory
Acquired needs theory

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 A. Hierarchy of needs theory

Developed by Abraham Maslow.

Physiological needs: hunger and thirst

Safety needs: bodily safety;
Belongingness or Social needs: friendship, affection and love
Esteem needs: recognition, appreciation, and self respect
Self actualization: developing one’s whole potential

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 Self
actualization

Esteem need

Belongingness or social need

Safety need

Physiological need

Abraham Maslow needs . 13

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 Abraham Maslow needs .
lower need take priority. They must fulfilled before the
other are satisfied.

A lower level need controls behaviour until it is satisfied, and

then the next higher need energizes and directs behaviour.

If not satisfied no other motivating factors can work to fulfil

the next higher level needs

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 B. ERG theory (Clayton Alderfer’s)

Clayton Alderfer proposed a modified need hierarchy

theory that collapses Maslaw’s five hierarchical levels into
three.

He has tried to rebuild the hierarchy of need of Maslow in

to an other model named ERG, i.e., Existence- relatedness-
growth :

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 B. ERG theory (Clayton Alderfer’s)

Existence needs, includes both physiological and safety needs.

Relatedness need, which (Maslaw’s belongingness or social
needs);
 Desires for satisfying interpersonal relationships.
Growth needs, which includes the needs for self esteem and
self actualization.
 Desires for continued psychological growth and development.

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 ERG conclusions

Satisfaction of needs on one level activates a need at the next higher

level.

Individual more than one need may be operative at the same time.

A person can be motivated by needs at more than one level at the

same time
 Contain the frustration regression dimension

 When people experience need frustration they will focus on

satisfying the needs at the next-lowest level

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 C. Frederick Herzberg Two-factor theory

Job satisfaction and job dissatisfaction are not opposite end of the
same continuum; rather, they are two different phenomena.
The factors that lead to job satisfaction are quite different from
those that lead to no job dissatisfaction.
Based on this concept, Herzberg proposed that two kind of factors
affecting motivation (i.e., hygiene and motivating factors) and they
do in different ways:-

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Motivation hygiene theory cont’d…

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 D. Skinner’s positive reinforcement theory

Operant conditioning and behaviour modification

are other names for B.F. Skinner’s positive
reinforcement theory.

According to this theory, behaviour is learned through a process

called operant conditioning, in which a behaviour becomes
associated with particular consequence.

Describes the effect of consequence of a particular behaviour on

the future occurrence of that behaviour.

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 Four types of operant condition:

1. Positive reinforcement
Strengthening behaviour

With holding positive reinforcement weaken behaviour

Used to express purpose of increasing a desired behaviour.

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 Four types of operant condition:
2. Negative reinforcement

 Strengthening behaviour

 Used to inhibit undesired behaviour.

 Punishment is a common technique.

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 Four types of operant condition:
3. Extinction
 Weakening behaviour
 Eliminate negative behaviour.
 By removing a positive reinforcer, undesired
behaviour is extinguished
 Consider the case of Ayantu, a chronic complainer.
 To manage this behaviour, her manager chose to
ignore her many complaints and not to resolve
them. Initially Ayantu complained more, but
eventually she realized her behaviour was not
getting the desired response and stopped
complaining. 24
 Four types of operant condition:
4. Shaping

 Involves selectively reinforcing behaviour that is successively

closure approximations to the desired behaviour.

 Consider the case of Betty, Who was chronically late to work.

Her uniform was always wrinkled and sometime soiled, her
personal hygiene left something to be desired, and her
general attitude was quite unpleasant.
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 Shaping case cont’d

 For Betty, it was not a matter of not knowing what to do; she had been
told and counselled innumerable times on appropriate job behaviour.
Her problem did not appear to be lack of knowledge, but a simple lack
of motivation.

 The nurse manager tired for a week to find a single, positive behaviour
to reinforce. The following weeks, she found occasion to praise Betty
several times. One day, for example, Betty came to work only 10
minute late, and her relative punctuality was promptly reinforced.

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 Shaping case cont’d

 Similarly, she seemed to have made at least an attempt to

comb her hair, so she was positively reinforced for her
improved appearance.

 After a few weeks, she seemed to respond more favourably to

the praise and increased interest (reward) of nurse manager.
Her hair appeared fairly well groomed on most days, and
although wrinkled, her uniform was relatively clean.
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 Shaping case cont’d

 Within a period of two month, Betty’s performance, although not

perfect, was substantially improved, and she has ceased to be an
embracement to her colleagues and the hospital. More over, her
disposition had improved, and she had actually begun to develop
some friendship with other members of the staff.

 Her appearance and hygiene were, for the most part, quite
acceptable, although her punctuality improved only slightly, she
was clearly no star performer, but she had come to be regarded as
a valuable and necessary member of the staff.
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 E. Expectancy theory
Developed by Victor Vroom.

Motivation depends on how much people wants something

and their estimate of probability of getting it.

Expectancy theory looks motivation in terms of the person's

valence, or preference based on social valences.

The expectancy model says that a person expectation about

his/her environment or a certain event will influence
behavior.
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 Expectancy theory cont’t
Valence is the strength of a person's preference of
something. It may be negative or positive from -1 to +1.
If the person does not want something, there is a negative valence.
If the person is in different, the valence is zero.
A positive valence indicates a desire for something

-1 0 +1

Range of valence

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 Expectancy theory cont’d

 Expectancy is a probability of getting something through

specific actions.

If a person believes that an action will result in an out come,

expectancy has a value of 1.

If no probability is perceived, the expectancy is zero.

Expectancy varies from one situation to another.

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 F. David McClelland basic need theory
He has examined what motivates guide a person to action.
He states that people are motivated by three basic needs:
i. The need for achievement
It involves a desire to make contribution to excel, and to succeed
People with high achievement need are eager for responsibility, take calculated risks,
Involves achievable but challenging goals and desire feedback about their performance.

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F. David McClelland basic need theory
ii. The need for power
People who have a high need for power want to control and
influence over others.

They are more interested in personal prestige and power than

effective performance.
– People high in Power prefer work that:
 Involves control over other persons.
 Has an impact on people and events.
 Brings public recognition and attention.

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 F. David McClelland basic need theory

iii. The need for affiliation

People with high affiliation need desire working in human

environment and seek out meaning full friendships.

They want to be respected and avoid decision or action that

opposes group norms.

They will perform best in a co-operative environment.

McClelland said that a strong need for affiliation will interfere with a
manager’s objectivity.

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 G. Equity theory

Suggests that effort and job satisfaction depends on the

degree of equity, or perceived fairness, in the work situation,
(Adams 1963; 1965).

Equity simply mean that a person perceives that one's

contribution to job is rewarded as in the same proportion
that another person's contribution is rewarded.

During the 1960s Jo Stacy Adams and others studied

perception of equity and inequity.

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 Equity theory cont’d
They found that employees assess fairness by considering
their input and the psychological, social and financial
rewards in comparison with those of others.

Perceived inequity causes tension. The amount of the

tension was found to be proportional to the magnitude of
the perceived inequity.

To reduce the inequity, people may alter input or output,

cognitively distort input or output, change the basis for
comparison or leave

If people feel overworked and underpaid, they are likely to

decrease their productivity.

Less often, employees feel over rewarded and strive to

improve their performance. 36
 Equity theory cont’d Balance
Or imbalance
In the mind of
individual

Reward not Reward that Reward more

equitable are equitable than equitable

Reduction in
Quality and Normal
Demotivation Leave job Demotivation
Quantity of reaction
production

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 Strategies to create a motivating climate

Have clear expectation for workers, and communicate

these expectations effectively.

Be fair and consistent when dealing with all employees

Be a firm decision maker use an appropriate decision

making style.

Develop the concept of teamwork.

Develop group goals and projects that will build a team
sprit.
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 Strategies to create a motivating climate
Integrate the staff’s needs and wants with the organization’s
interests and purpose.
Know the uniqueness of each employee. Let each know that you
understand him/her.
Remove traditional blocks between the employee and the work to
be done.
Provide experiences that challenge or ‘stretch’ the employee and
allow opportunities for growth.
When appropriate, request participation and input from all
subordinates in decision-making.
Whenever possible, give subordinates recognition and credit.

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 Strategies to create a motivating climate
Be certain that employees understand the reason behind decisions
and actions.

Reward desirable behaviour; be consistent in how you handle

undesirable behaviour.

Let employees exercise individual judgement as much as possible.

Create a trustful and helping relationship with employees.

Let employees exercise as much as control as possible over their work

environment

Be role model for employees.

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