Motivation-Organisational Behavior

Motivation-Organisational Behavior/MBA/BBA

1. Prof. Shrinivas V K
Prof. SVK

2. Prof. SVK

3. WHY???WHY???
Prof. SVK

4. MotivationMotivation
Psychological processes
that arouse and direct
goal-directed behavior
Does high motivation
mean better job
performance?
◦A=Yes, B=No
Is money the only
motivator?
Prof. SVK

5. A FRAMEWORK FOR
MOTIVATION
Need Deficiency
(Unsatisfied Need)
Re-Evaluation of
Need Deficiency/
Behavior/Experience
Tension
(felt Need)
Experienced Reward
Or Punishment
Search
Behavior
Goal-Directed
Behavior
The
Individual
Prof. SVK

6. Prof. SVK

7. Motivational TheoriesMotivational Theories
Content Theories
◦Identify internal factors
influencing motivation
Process Theories
◦Identify the process by
which internal factors
and cognitions influence
motivation
Source: Krietner/Kinicki, 2009
Prof. SVK

8. Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs
Source: Krietner/Kinicki, 2009
Prof. SVK

9. Source: Penn State Psych 484
Maslow RevisedMaslow Revised
Prof. SVK

10. Alderfer's ERG TheoryAlderfer's ERG Theory
Existence: Desire for
physiological and
materialistic well-being
Relatedness: Desire
to have meaningful
relationships with
significant others
Growth: Desire to
grow and use one’s
abilities to their fullest
potential
Source: Penn State Psych 484
Prof. SVK

11. McClelland's Need TheoryMcClelland's Need Theory
The Need for
Achievement
◦Desire to accomplish
something difficult
The Need for
Affiliation
◦Desire to spend time in
social relationships and
activities
The Need for
Power
◦Desire to influence,
coach, teach, or
encourage others to
achieve
Source: Penn State Psych 484
Prof. SVK

12. Herzberg’s Motivator-Hygiene ModelHerzberg’s Motivator-Hygiene Model
Hygiene Factors - - job
characteristics associated
with job dissatisfaction
◦Salary
◦Supervisory relations
◦Working conditions
Motivators - - job
characteristics associated
with job satisfaction
◦Achievement
◦Recognition
◦Responsibility
Prof. SVK

13. Herzberg’s Motivator-Hygiene ModelHerzberg’s Motivator-Hygiene Model
Source: Krietner/Kinicki, 2009
Prof. SVK

14. Herzberg’s Motivator-Hygiene ModelHerzberg’s Motivator-Hygiene Model
Source: MAAW from HBR 1968, 2003
Prof. SVK

15. Theory ComparisonTheory Comparison
Self-
Actualization
EsteemEsteem
BelongingnessBelongingness
SafetySafety
PhysiologicalPhysiological
Growth
RelatednessRelatedness
ExistenceExistence
Motivator-
-Hygiene
Motivators
HygienesHygienes
Need for
Achievement
Need forNeed for
PowerPower
Need forNeed for
AffiliationAffiliation
McClelland’s
Learned Needs
ERGNeeds Hierarchy
Prof. SVK

16. Equity TheoryEquity Theory
People strive for fairness and justice in social
exchanges
People will be motivated to the extent their
perceived inputs to outputs is in balance
A. Compare personal outcomes to inputs.
B. Compare your outcomes to relevant others:
1.Comparisons to teammates
or coworkers
2.Comparisons to another
group (e.g. department/unit)
3.Comparisons to others in
your field or occupational.
Prof. SVK

17. Equity TheoryEquity Theory
Source: BusinessBallsProf. SVK

18. What Do You Think?What Do You Think?
Deena works 60 hours per week and does not feel
that she is being adequately recognized or
rewarded. According to equity theory, Deena is
least likely to:
a.Ask for a raise or bonus
b.Reduce her efforts by
decreasing her hours
c.Increase her efforts by
working longer hours
d.Frame the situation as a
learning experience and
beneficial for her future
career.
Prof. SVK

19. Vroom’s Expectancy TheoryVroom’s Expectancy Theory
Prof. SVK

20. Vroom’s Expectancy TheoryVroom’s Expectancy Theory
Self Efficacy
Goal Difficulty
Perceived Control
Trust
Control
Policies
Needs
Values
Goals
Preferences
Expectancy (E P)
Perceived
likelihood that
EFFORT will
lead to
performance
Instrumentality
(P R)
Perceived
likelihood that
Performance leads
to desired rewards
Valence V(R)
The value of
expected rewards
to the individual
Motivational Force
(MF)
Force directing
specific behavior
alternatives
X X =
Prof. SVK

21. Porter and Lawler ModelPorter and Lawler Model
Porter and Lawler used Victor Vroom’s
expectancy theory as a foundation to
develop their expectancy model to the
expectancy theory.
Prof. SVK

22. Porter and Lawler ModelPorter and Lawler Model
Similar to Vroom’s theory, Porter and
Lawler concluded that an individual’s motivation
to complete a task is affected by the reward
they expect to receive for completing the task.
However Porter and Lawler introduced
additional aspects.
The Porter-Lawler Model The model
predicts that satisfaction is determined by the
perceived equity of intrinsic and extrinsic
rewards for high-level performance.
Prof. SVK

23. Prof. SVK

24. Relevance of Porter and Lawler Relevance of Porter and Lawler
ModelModel
The Porter-Lawler theory is a more
complete theory because it stresses:
(1)Intrinsic and Extrinsic rewards,
(2)Task requirements and ability, and
(3)The perceived fairness of rewards.
Prof. SVK

25. Types of RewardsTypes of Rewards
Individual rewardTeam reward Organizational
reward
Piece rate Gain sharing Stock ownership
(ESOP)
Commissions
/Incentives
Bonuses Stock options
Royalties Profit sharing
Bonuses
Prof. SVK

26. Conclusion?Conclusion?
Experts in many fields
are still trying to figure
it out and making a
good living doing so.
YOU have to figure out
what MOTIVATES you,
and then feed it!
Prof. SVK