ORGANIZATIONAL

BEHAVIOR

ASSIGNMENT 1

GROUP - 19

SAGNIK GHOSH - 22020141173

SOUVIK ROY - 22020141220
SIVAJI MUKHERJEE - 22020141212
POOJA VAIDYA - 22020141237
SHRIDHAR SHIVAM - 22020141202
 Motivation

Q1. Define the problems in this case, using as many theories of motivation from
this chapter as you think might apply.

1) Herzberg Two Factor Theory:

The hygiene factor and the motivation factor are the two components of this hypothesis.
Lower-level requirements, which he refers to as hygiene or external factors, only avoid
unhappiness and don't motivate people. Although Bob and Susan accurately accomplish the
duties they are given, they don't take the initiative or go above and beyond what is required of
them. Jess needs to determine if their motivational requirements are being satisfied.

2) Goal setting theory:

It focuses on the steps involved in developing and accomplishing goals as well as how this
affects motivation in general. The incident clearly shows that no specific, measurable
objectives are established and that neither Bob nor Susan are actively taking part in the
process.

3) McClelland’s Motivational theory:

Susan had forgotten how important it is to be open and honest about her job with her managers
and other stakeholders. She has begun to deceive herself in an effort to portray herself as
superior. She began to become disinterested in her everyday duties, which caused her to
begin missing deadlines. According to David McClelland's theory of desires, Susan's need for
power in this instance is clear. The same boring duties that Susan used to perform don't want
to hold her up now. Applying the concept of work enrichment could be somewhat beneficial
for Susan, allowing her to gradually become accustomed to responsibilities outside the limits
of her job description and feel pleased with the trust her employer has placed in her.

4) Theories X and Y:

They use a variety of motivating strategies. Theory Y uses a more decentralised approach to
motivating people than Theory X, which favours an authoritarian style. Susan has to discover
which management theory her team members fall under and then modify her strategy
accordingly.
5) SMART Goals:

Bob was prepared to go above and beyond what was necessary to complete the mission.
According to Jess, this is bad for the organisation.

There is little doubt that Bob does not have a goal in the way that Edwin Locke's goal setting
theory and David McClelland's theory of needs define them, nor does he have a need for
achievement. Bob seldom attempts to think and work creatively since he is happy with the job
he produces and has no objectives for the firm. If Bob has SMART goals and a desire to be
successful inside the company, he may be convinced to produce more than his current duties.

6) Adam’s equity theory:

The performance of the other four employees seems to have deteriorated. This is mainly
because they are getting influenced by Bob and Susan’s attitudes towards work. This
behaviour of the other four employees can be defined using Adam’s equity theory, where
employees compare their performance and outcomes with other employees’ performance and
outcomes.

Q2. Discuss the practical implications of each of the models you use. In other
words, what do these models suggest the supervisor should do or say as a
consequence of defining the problem from that perspective.

1) Autocratic model – In an autocratic organisation, upper management issues directives and

expects lower management to execute those directives without question. In this approach,
management has all authority. Management retains the authority to make decisions, plans,
and political decisions. This model works well as it involves:

• Faster Decision making

• Ease of implementation
• Complete fulfilling of work requirements

2) Custodian Model - According to the custodial model, rewarding employees and giving them
gifts for their efforts may boost morale and enable them to perform at a higher level. It is
assumed that benefits like job security, truthful salary, paid time off, bonuses, etc. are effective
ways to keep employees with a company because earning money and securing a job is
everyone's top motivation. The following scenario may benefit from this model since it
achieves:

• Greater employee satisfaction

• More talent retention
• Increases employee motivation
• Incentivising employee performance
• Better and increased contribution from employees
3) Supportive Model - The supporting approach focuses on the psychology, zeal, and
motivation of employees. It is founded on the idea that management encourages staff
members who have a leadership focus. As a consequence, under this approach, the manager
serves as a support system for the staff, motivating them to do better rather than as a tyrant
or lender. A relationship develops between the management and the staff. Everyone performs
better as a result of the enhanced communication, harmony, and good work atmosphere this
fosters throughout the organisation. The following scenario may make use of the above model:

• Employee suggestions are valued.

• Motivating the employees, boosting their morale leads to higher satisfaction
• Improved relations between employees and managers
• Harmony and Productivity are valued

4) Collegial Model - This organisational behaviour paradigm encourages collaboration inside

the company. It places a focus on distributed duties across teams of coworkers. No one is
superior to or under anybody else in the organisation; everyone collaborates as a team. Team
members must cooperate in order to accomplish a shared objective. The manager in this
situation serves as both a team member and a coach, continuously fostering and promoting
collaboration to increase employees' capacity to meet their own goals. Members of the
company appreciate and esteem one another's ideas, and they work together to raise the
calibre of each person's output. As individuals with various skills and abilities are brought
together to work as a team to accomplish common goals, it may provide the business a
competitive edge. The model could be useful in the following case as:

• Enhanced working conditions

• Teamwork
• Better relationships
• Effective in gaining a competitive advantage

5) System Model - According to this paradigm, an organisation is a system. The organization's

structure, culture, setting, and policies are covered. The system requires a contribution from
each member. This approach focuses on creating a balance between individual and corporate
goals. Each member has various goals, capabilities, and abilities. This model is beneficial
because it:

• Enhances Communication
• Adds greater value to employee and communities
• Supports a conducive work environment
Q3. What are some of the perspectives on organizational behaviour that could
explain the apparently high levels of motivation among the four employees?
What models might explain Jess’s motivation?

The view of organisational behaviour that accounts for the high degree of motivation is:
1. Incentive theory
According to the incentive motivating theory, rewards, incentives, and reinforcement motivate
people. In accordance with the incentive theory, people may take a number of steps to arrive
at a certain outcome, initiate a particular activity, or get a reward. For example, a prize, a
compliment, a chance, a promotion, etc.
2. McClelland's need theory
The majority of individuals, according to McClelland's need theory, have three basic needs,
and each need is connected to a certain personality type that is driven to fulfil it. McClelland's
need theory can help managers better understand employee needs and place them in
circumstances where they can flourish and meet their goals. By analysing these three needs,
you may determine which award would be most beneficial for each employee:

• Need for affiliation

• Need for achievement
• Need for power

3. Competence theory
According to competence theory, people typically want to engage in specific behaviours to
show off their aptitude, skill, and intellect. When a person successfully impresses their co-
workers with their intelligence, it may make them feel competent in that field. If people have
faith in their skills, they could work with more assurance, which might boost productivity and
efficiency. Workers who are confident could be inspired to learn more in-depth insights and
information so they can impart it to their colleagues and gain recognition.
4. Expectancy theory
According to the expectancy theory, people are more likely to engage in specific behaviours
if they believe their efforts will result in positive consequences. The expectation theory can
help you boost the effectiveness, motivation, and productivity of your team members at work.
To encourage them to invest more time in a project, you may temporarily increase the hourly
pay of your staff.
5. Maslow's hierarchy of needs theory
Maslow's hierarchy, a psychological theory, lists the several requirements that must be met
before more complicated wants may be fulfilled. The five stages of the hierarchy of needs are
as follows:
Physiological:
You might take measures to make sure you have access to enough food, drink, shelter,
and clothing to meet your fundamental necessities for survival. The pay received at
work may enable a person to meet their physiological needs. Safety: At this level, the
need to feel safe is paramount. This need could be met if individuals feel safe and
secure in their jobs.
 Socialization:
Employees' needs for social interaction can be met by joining groups to feel a sense
of belonging, making friends at work, or seeking approval from their co-workers. An
organisation can address this desire by creating opportunities for togetherness among
its workers by organising team-building activities like employee lunches.
Esteem:
Workers usually reach this level through recognition, which can raise their self-esteem
and increase their confidence in their work. Praise for their successes and encouraging
words might help an employee feel better about themselves.
Self-actualization:
To reach this level, employees may set challenging, long-term, or personal goals.
Employees who have attained self-actualization may also be motivated to effectively
complete job objectives.

Jess's motivation fits the supportive model since she put out a lot of effort to create a
welcoming workplace and motivate her team members to work hard. Since the employees in
this model are evaluated on their involvement and job performance, Jess tried to be a good
leader for them. The fundamental level of this concept is leadership. The provision of status
and acknowledgement meets the employee's need. The performance piques people's
interests. This methodology requires capable leadership. It fosters a work environment where
employees are motivated to develop and finish projects that are beneficial for the business.
Supporting an employee's performance on the job is part of management's responsibility.
Employees feel involved in their work. Jess appreciates staff members that take the initiative
and use resourcefulness to advance the unit politically. Jess met with Bob and Susan
separately to voice her concerns. She also doesn't want other employees to lose motivation
as a result of Bob and Susan's subpar performance.

Q4. Which of the theories or models do you think fit best with which employees
and why?

i. Bob:
Herzberg’s Two-Factor Theory:
According to this idea, the elements that result in motivation or work satisfaction are distinct
from those that cause discontent.

He referred to them as extrinsic or hygienic demands, and they do not result in motivation;
rather, they just prevent unhappiness. As Bob consistently does the minimum amount of
effort necessary to complete the assignment, thus we may infer that there is no problem
with the organization's hygiene aspects, such as salary, working environment, etc.

On the other side, motivating or intrinsic elements are those connected to the nature of the
task itself—accomplishment, acknowledgement, difficult labour, responsibility, and progress.
We may infer that Jess would need to work on the intrinsic or motivational elements
since Bob isn't shown any desire to act independently or be creative.
 ii. Susan:
David McClelland’s Theory of Needs:

He identified the following three needs as universal motivators: the need for achievement, the
need for affiliation, and the need for power. Depending on the prevailing motivation, each
person will have a distinct set of traits.

Dominant
Characteristics of This Person
Motivator

• Takes calculated risks to achieve their goals.

• Strongly feels the urge to create and achieve tough goals.
Achievement • Appreciates regular feedback on their accomplishments
and growth.
• Prefers to work alone a lot.

• Desires to fit in with the group.

• Wants to fit in, hence tends to follow the group's lead
Affiliation when making decisions.
• Favours cooperation over rivalry.
• Dislikes ambiguity or excessive risk.

• Wants to influence and dominate others.

• Enjoys winning discussions.
Power
• Takes winning and competition to heart.
• Appreciates prestige and acclaim.

Now that Susan has begun to show a want to be in the spotlight and has stopped
consulting their superiors, it can be said that Susan's primary drive is her desire for
power.
 iii. Rest 4 employees:
Theory X Theory Y:

Assumptions of Theory X

• The typical employee, by nature, despises work and looks for ways to avoid it.

• In order to accomplish organisational goals, the employee must be persuaded, forced,

or cautioned with a penalty since he does not want to work. Managers must closely
supervise their employees. The managers take on a more autocratic attitude.

• Many workers place a high priority on job stability and exhibit little to no motivation or
ambition.

• Responsibilities are often unpopular with employees.

• Workers oppose change.

• The typical employee needs explicit guidance.

Assumptions of Theory Y

• Employees may view their work as undemanding and routine. They naturally exercise
both their physical and cerebral abilities while working.

• If employees are committed and serious about achieving the corporate goals, they may
not need just threat, external control, and compulsion to operate. Instead, they may be
able to use self-direction and self-control.

• Employee loyalty and devotion to the company will increase if the job is gratifying and
enjoyable.

• A typical employee can learn to acknowledge and accept responsibilities. He even has
the ability to learn how to take responsibility.

• The staff members are capable and skilled. They should use all of their logical talents.
In other words, workers' creativity, resourcefulness, and inventive potential may be
used to address issues inside the business.

The remaining employees are generally punctual and have shown a desire to go above
and beyond to complete tasks and adhere to deadlines. Therefore, these 4 workers can
be categorized as Theory Y employees.
Q5. What conclusions can you draw, or what observations can you make, about
motivation theory and research?

An individual's intensity, direction, and persistence of effort must be evaluated through the
lens of motivation in order to accomplish a goal, particularly an organisational objective from
an OB perspective. What counts as intensity is how hard one is working. However, unless
effort is directed in a way that is advantageous to the company, high intensity is not a good
sign of favourable job-performance results and the amount of desire needed to sustain the
organisation. As a consequence, the effort's quality and all other factors are given equal
weight. Tenacity, or how long a person can keep up the effort, is the final consideration in this
scenario.
Because Bob doesn't want to do anything, he lacks intrinsic motivation in this setting, but it
appears that others are motivated by power.
Susan seems to have low self-esteem needs since she frequently takes on duties that are not
expected of her without consulting her elders, and she seeks outside approval. She exhibits
excessive optimism and a desire for progress, which are signs of a strong need for both power
and achievement, according to McClelland's Theory of Needs. She also seems to be
intrinsically motivated but dissatisfied with her menial tasks, which is consistent with the
expectation concept. If employees believe their efforts will be recognised with a favourable
performance review and organisational incentives, they will work much harder.
She wants thorough explanations of the organisational structure and her job responsibilities.
She also seems to be intrinsically motivated but dissatisfied with her menial tasks, which is
consistent with the expectation concept. If employees believe their efforts will be recognised
with a favourable performance review and organisational incentives, they will work much
harder.
She must also address her internal organisational objectives. The organisation must give a
precise list of realistic goals that, if attained, would fulfil the customer's expectation of rewards
and success, in accordance with Vroom's expectancy theory.
Different things encourage people in different ways. The same thing that drives one individual
in a particular way won't drive another person in the same way.
These ideas lead us to the conclusion that management must have a conversation with the
two employees about how the promotion is directly tied to their job, which is advantageous to
both the individual and the company. Jess must lay down specific standards for assessing
future employee performance.