ob1 unit 3 chapter - 11 - motivation

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Unit – 3 CHAPTER - 11

MOTIVATION

MBA 12 ORGANIZATIONAL

BEHAVIOUR - 1

Delivered By,

Dr. S. Gokula Krishnan, PhD.,

Associate Professor – OB, HR & Data Analytics,

Nehru School of Management,

Nehru College of Engineering & Research Centre.

E-mail : [email protected]

Discussions on

Dr. S. GOKULA KRISHNAN, Associate Professor @NSM2

Ethical Dilemma: The Big Easy? (p.244)

Motivation

Early Theories of Motivation

Contemporary Theories of Motivation

Reference:

Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational

Behaviour, 15th ed., p. 213-251

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Ethical Dilemma: The Big Easy?



As you know, college is an expensive proposition. Students, parents,donors, and the government invest millions of dollars every year. Thus,there may be an incumbent responsibility on students to ensure they arelearning. However, consider the following results from a recent study oftime use by more than 3,000 undergraduates:

Questions

1. One article commented that college students are “frittering away theirtime at an astonishing rate.” Do you agree this is what the data show? Whyor why not?

2. Do you think students have an ethical responsibility to spend more timestudying?Why or why not?

3. One study suggested that full-time students in 1961 studied an averageof 40 hours per week, compared to 27 hours now. Does this apparenttrend concern you? Do you think that, as some experts have claimed, oureconomic competitiveness would increase if college students studiedmore?

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Motivation


Motivation The processes that account for an individual’s intensity,direction, and persistence of effort toward attaining a goal.

Three key elements (Intensity, Direction & Effort)

Intensity describes how hard a person tries. This is the element most ofus focus on when we talk about motivation.

However, high intensity is unlikely to lead to favorable job-performanceoutcomes unless the effort is channeled in a direction that benefits theorganization. Therefore, we consider the quality of effort as well as itsintensity. Effort directed toward, and consistent with, the organization’sgoals is the kind of effort we should be seeking.

Finally, motivation has a persistence dimension. This measures how longa person can maintain effort. Motivated individuals stay with a task longenough to achieve their goal.

Theories of Motivation


Early Theories of Motivation

• Maslow’s hierarchy of needs theory

• Theory X & Theory Y – Douglas McGregor

• Herzberg’s two factor theory

• McClelland’s theory of needs

Contemporary Theories of Motivation

• Self-determination theory

• Cognitive evaluation theory

• Goal-setting theory

• Self-efficacy theory

• Reinforcement theory

• Equity of theory

• Expectancy theory

• ERG Theory

• Job design theory

• Theory Z

• Carrot and stick theory

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Maslow’s Hierarchy of Needs Theory


Physiological. Includes hunger, thirst,shelter, sex, and other bodily needs.

Safety. Security and protection fromphysical and emotional harm.

Social. Affection, belongingness,acceptance, and friendship.

Esteem. Internal factors such as self-respect, autonomy, and achievement, andexternal factors such as status,recognition, and attention.

Self-actualization. Drive to becomewhat we are capable of becoming;includes growth, achieving our potential,and self-fulfillment.

Lower order Needs: Needs that aresatisfied externally; Physiological Needsand Safety Needs

Higher order Needs: Needs that aresatisfied internally; Social, Esteem andSelf-actualization needs

Herzberg’s two factor theory

MOTIVATION FACTORS HYGIENE FACTORS


Achievement

Recognition

Work itself

Responsibility

Advancement

Growth

Company policy & administration

Supervision

Interpersonal relationship with superiors

Interpersonal relationship with peers

Interpersonal relationship with subordinates

Salary

Working conditions

Personal life

Security

Status

Two-factor theory A theory

that relates intrinsic factors to job

satisfaction and associates extrinsic

factors with dissatisfaction. Also

called motivation hygiene

theory.

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Theory X & Theory Y –

Douglas McGregor

McClelland’s theory of

needs


Theory X The assumption

that employees dislike

work, are lazy, dislike

responsibility, and must be

coerced to perform.

Theory Y The assumption

that employees like work,

are creative, seek

responsibility, and can

exercise self-direction.

McClelland’s theory of needs A theory that states achievement, power, and affiliation are three important needs that help explain motivation.

● Need for achievement (nAch) is the drive to excel, to achieve in relationship to a set of standards.

● Need for power (nPow) is the need to make others behave in a way they would not have otherwise.

● Need for affiliation (nAff) is the desire for friendly and close interpersonal relationships.

Theory X and Theory Y


UnderTheory X, the four assumptions held by managers are: Employees inherently dislike work and whenever possible, will attempt to avoid it. Since employees dislike work, they must be coerced, or threatened with punishment

to achieve the goals. Employees will avoid responsibilities and seek formal direction whenever possible. Most workers place security above all other factors associated with and will display

little ambition.

Positive assumptions ofTheoryY: Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the

objectives The average person can learn to accept, even seek, responsibility. The ability to make innovative decisions is widely dispersed throughout the

population and is not necessarily the sole province of those in management positions.

Theory X assumes that lower-order needs dominate individuals; whereas TheoryY assumes that higher-order needs dominate individuals.

According to himTheoryY assumptions were more valid thanTheory X.

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Contemporary Theories


Self-determination theory A theory of motivation that is concernedwith the beneficial effects of intrinsic motivation and the harmful effectsof extrinsic motivation.

Cognitive evaluation theory A version of self-determination theorywhich holds that allocating extrinsic rewards for behavior that had beenpreviously intrinsically rewarding tends to decrease the overall level ofmotivation if the rewards are seen as controlling.

Goal-setting theory A theory that says that specific and difficult goals,with feedback, lead to higher performance. Management By Objectives (MBO) A program that encompasses

specific goals, participatively set, for an explicit time period, with feedback ongoal progress.

Self-efficacy (also known as social cognitive theory or social learningtheory ) refers to an individual’s belief that he or she is capable ofperforming a task.

Albert Bandura, proposes four ways self-efficacy can be increased: 1. Enactive mastery, 2. Vicarious modeling, Verbal persuasion and 4. Arousal.

Reinforcement theory


Reinforcement theory A theory that says that behavior is a function of its consequences.

Components of Reinforcement Theory Operant conditioning theory, probably the most relevant component of reinforcement

theory for management, argues that people learn to behave to get something they want or toavoid something they don’t want. Unlike reflexive or unlearned behavior, operant behavior isinfluenced by the reinforcement or lack of reinforcement brought about by its consequences.Therefore, reinforcement strengthens a behavior and increases the likelihood it will berepeated

Social-learning theory The view that we can learn through both observation and directexperience. Models are central to the social-learning viewpoint. Four processes determine their influence on an

individual:

Attentional processes. People learn from a model only when they recognize and pay attention to itscritical features. We tend to be most influenced by models that are attractive, repeatedly available,important to us, or similar to us in our estimation.

Retention processes. A model’s influence depends on how well the individual remembers themodel’s action after the model is no longer readily available.

Motor reproduction processes. After a person has seen a new behavior by observing the model,watching must be converted to doing. This process demonstrates that the individual can perform themodeled activities.

Reinforcement processes. Individuals are motivated to exhibit the modeled behavior if positiveincentives or rewards are provided. Positively reinforced behaviors are given more attention, learnedbetter, and performed more often.

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Equity Theory/Organizational Justice


Equity theory A theory that says that individuals compare their job inputs andoutcomes with those of others and then respond to eliminate any inequities.

The referent an employee selects adds to the complexity of equity theory . There arefour referent comparisons: Self–inside. An employee’s experiences in a different position inside the employee’s

current organization. Self–outside. An employee’s experiences in a situation or position outside the employee’s

current organization.

Other–inside. Another individual or group of individuals inside the employee’sorganization.

Other–outside. Another individual or group of individuals outside the employee’sorganization.

Based on equity theory, employees who perceive inequity will make one of six choices: Change inputs (exert less effort if underpaid or more if overpaid).

Change outcomes (individuals paid on a piece-rate basis can increase their pay byproducing a higher quantity of units of lower quality).

Distort perceptions of self (“I used to think I worked at a moderate pace, but now Irealize I work a lot harder than everyone else.”).

Distort perceptions of others (“Mike’s job isn’t as desirable as I thought.”).

Choose a different referent (“I may not make as much as my brother-in-law, but I’mdoing a lot better than my Dad did when he was my age.”).

Leave the field (quit the job)


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Distributive justice Perceived fairness of the amount and

allocation of rewards among individuals.

Procedural justice The perceived fairness of the process used

to determine the distribution of rewards.

Interactional justice The perceived degree to which an

individual is treated with dignity, concern, and respect.

Organizational justice An overall perception of what is fair in

the workplace, composed of distributive, procedural, and

interactional justice.


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Expectancy Theory


One of the most widely accepted explanations of motivation is Victor Vroom’s expectancy theory.

Effort–performance relationship. The probability perceived by the individual that exerting a given amount of effort will lead to performance.

Performance–reward relationship. The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.

Rewards–personal goals relationship. The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.


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Job design theory


The way the elements in job are organized

Elements of job design theory are: 1)The Job Characteristics’ Model (JCM) 2) Social Information Processing Model (SIP)

The Job Characteristics Model (JCM):

It proposes that any job can be described in terms of five core jobdimensions. 1. Skill variety: The degree to which the job requires a variety of different

activities so the worker can use a number of different skills and talent. E.g.interacts with customers

2. Task identity: The degree to which job requires completion of a wholeand identifiable piece of work. E.g. cabinetmaker who designs a piece offurniture.

3. Task significance: The degree to which the job has a substantial impacton the lives or work of other people. E.g. a job scoring high on significancewould be a nurse handling the diverse needs of patients in a hospital intensivecare unit.


4. Autonomy: The degree to which the job provides substantialfreedom, independence, and discretion to the individual in schedulingthe work and in determining the procedures to be used in carrying itout. E.g. Salesperson without supervision

5. Feedback: The degree to which carrying out the work activitiesrequired by the job results in the individual obtaining direct and clearinformation about the effectiveness of his or her performance.

The core dimensions can be combined into a single predictive index, called the Motivating potential score (MPS), which is calculated as follows:

Social Information Processing Model (SIP):

Employees adopt attitudes and behaviors in response to the social cues provided by others with whom they have contact.

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Carrot and StickTheory

The "carrot and stick" approach (also "carrot or stick approach") isan idiom that refers to a policy of offering a combination of rewardsand punishment to induce behavior. It is named in reference to a cart driverdangling a carrot in front of a mule and holding a stick behind it. The mule wouldmove towards the carrot because it wants the reward of food, while also movingaway from the stick behind it, since it does not want the punishment of pain, thusdrawing the cart.

The idiom is used in the field of International Relations to describethe realist concept of 'hard power'. The carrot can stand for tax cuts or otherbenefits, the stick can stand for the use of (psychological) violence and threats bythe government.

In modern usage, the idea has also come to be used in a related idiom, "the carrotor the stick." This refers to the process of weighing and/or deciding whether adesired behavior would be better induced via the enticement of benefits or thethreat of punishments.

Theory Z is a name for various theories of human motivation built on DouglasMcGregor's Theory X and Theory Y. Theories X, Y and various versions of Z havebeen used in human resource management, organizational behavior, organizationalcommunication and organizational development.

https://en.wikipedia.org/wiki/Idiom

https://en.wikipedia.org/wiki/Bounty_(reward)

https://en.wikipedia.org/wiki/Punishment

https://en.wikipedia.org/wiki/International_Relations

https://en.wikipedia.org/wiki/Realism_(international_relations)

https://en.wikipedia.org/wiki/Hard_power

https://en.wikipedia.org/wiki/Motivation

https://en.wikipedia.org/wiki/Douglas_McGregor

https://en.wikipedia.org/wiki/Theory_X_and_Theory_Y

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END OF THE CHAPTER

ob1 unit 3 chapter - 11 - motivation

Leadership & Management