Essentials of Organizational Behavior, 17/e: Motivation Concepts

Essentials of
Organizational Behavior, 17/e
Stephen P. Robbins & Timothy A. Judge
Chapter 7
Motivation Concepts
Slides Prepared by MAKS, MIS, DU 7-1
After studying this chapter, you should
be able to:
1. Describe the three key elements of motivation.

2. Identify the early theories of motivation and evaluate
their applicability today.
3. Compare and contrast goal-setting theory and self-
efficacy theory.
4. Demonstrate how organizational justice is a
refinement of equity theory.
5. Apply the key tenets of expectancy theory to
motivating employees.
6. Explain to what degree motivation theories are
culture bound.
7-2
Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

7-1 What Is Motivation?
The processes that accounts for an
individual’s intensity, direction,
and persistence of effort toward
attaining a organizational goal
 Intensity – the amount of effort
put forth to meet the goal
 Direction – efforts are channeled
toward organizational goals
 Persistence – how long the effort is
maintained
Slides Prepared by MAKS, MIS, DU

5-3

7-2 Early Theories of
Motivation Maslow’s Hierarchy of Needs Theory

 McGregor’s Theory X and Theory Y

 Herzberg’s Two-Factor (Motivation-Hygiene)
Theory
 McClellan’s Theory of Needs (Three Needs Theory)
5-4
Maslow’s Hierarchy of Needs
Theory
Self-Actualization
Esteem
Upper
Upper
Social
Safety
Lower
Lower
Psychological

Douglas McGregor’s X & Y
 Inherent dislike for work  View work as being as

and will attempt to avoid natural as rest or play
it
 Must be coerced,  Will exercise self-
controlled or threatened direction and self-control
with punishment if committed to
objectives
Herzberg’s Two-Factor
Theory
Not Dissatisfied Satisfied
Motivation
Motivation Factors
Quality of
of Promotional
Factors
•• Quality •• Promotional
Hygiene Factors
supervision
supervision opportunities
opportunities
Pay
•• Pay Opportunities for
•• Opportunities for
Company policies
•• Company policies personal growth
growth
personal
Physical working
•• Physical working
Hygiene
Recognition
•• Recognition
Factors
conditions
conditions
Relationships
•• Relationships Responsibility
•• Responsibility
Job security
•• Job security Achievement
•• Achievement
Dissatisfied
Slides Prepared by MAKS, MIS, DU Not Satisfied
5-7

McClelland's Theory of Needs
 Need for Achievement (nAch)
The drive to excel
 Need for Power (nPow)
The need to make others behave in a way they would not have behaved
otherwise
 Need for Affiliation (nAff)
The desire for friendly and close interpersonal relationships
5-8
McClelland's High Achievers
 High achievers prefer jobs with:
 Personalresponsibility
 Feedback
 Intermediate degree of risk (50/50)
 High achievers are not necessarily good managers
 High nPow and low nAff is

related to managerial success
5-9
Contemporary Theories of
Motivation
 Cognitive Evaluation Theory
 Goal-Setting Theory
 Management by Objectives
 Self-Efficacy Theory
 Equity Theory
 Expectancy Theory
5-10
Cognitive Evaluation Theory
 Proposes that the introduction of extrinsic rewards for work (pay) that
was previously intrinsically rewarding tends to decrease overall
motivation
 Verbal rewards increase intrinsic motivation, while tangible rewards

undermine it
5-11
Goal-Setting Theory
 Goals increase performance when the goals are:
 Specific
 Difficult, but accepted by employees
 Accompanied by feedback (especially self-
generated feedback)
 Contingencies in goal-setting theory:
 Goal Commitment – public goals better!
 Task Characteristics – simple & familiar
better!
 National Culture – Western culture suits best!
5-12
Management by Objectives
(MBO)
 Converts overall organizational objectives into specific
objectives for work units and individuals
 Common ingredients:
 Goal specificity
 Explicit time period
 Performance feedback
 Participation in decision making
5-13
Self-Efficacy or Social
Learning Theory
Individual’s belief that he or she is capable of performing
a task
Self-efficacy increased by:

 Enactive mastery – gain experience
 Vicarious modeling – see someone
else do the task
 Verbal persuasion – someone
convinces you that you have the skills
 Arousal – get energized
5-14
Equity Theory
 Employees weigh what they put into a job situation (input) against what
they get from it (outcome).
 They compare their input-outcome ratio with the input-outcome ratio
of relevant others.
My Output Your Output

My Input Your Input
5-15
Equity Theory and Reactions
to Inequitable Pay
Employee reactions in comparison to equitably-paid
employees
Paid by:
Employees are:
Piece Time
Will produce
fewer, but Will produce
Over-Rewarded
higher-quality more
units
Produce large Produce less
Under-Rewarded number of low output or output
quality units of poorer quality
5-16
Equity Theory: Forms of Justice

7-17
Expectancy Theory
Three key relationships:
1. Effort-Performance: perceived probability that

exerting effort leads to successful performance
2. Performance-Reward: the belief that successful
performance leads to desired outcome
3. Rewards-Personal Goals: the attractiveness of
organizational outcome (reward) to the individual
5-18
Global Implications
Are motivation theories culture-bound?

 Most were developed for and by the United States
 Goal-setting and expectancy theories emphasize goal
accomplishment and rational individual thought
 Maslow’s Hierarchy may change order
 McClelland's nAch presupposes acceptance of a
moderate degree of risk concern for performance
 Equity theory closely tied to American pay practices
 Hertzberg’s two-factor theory does seem to work
across cultures 5-19
Implications for Managers
 Look beyond need theories
 Goal setting leads to higher productivity
 Organizational justice has support
 Expectancy theory is a powerful tool, but may not very realistic in
some cases
 Goal-setting, organizational justice, and expectancy theories all
provide practical suggestions for motivation
7-20
Keep in Mind…
 Make goals specific and difficult
 Motivation can be increased by raising employee confidence in their own

abilities (self-efficacy)
 Openly share information on allocation decisions, especially when the

outcome is likely to be viewed negatively
7-21
Summary
1. Described the three key elements of motivation.
2. Identified four early theories of motivation and
evaluated their applicability today.
3. Compared and contrasted goal-setting theory and self-
efficacy theory.
4. Demonstrated how organizational justice is a
refinement of equity theory.
5. Applied the key tenets of expectancy theory to
motivating employees.
6. Explained to what degree motivation theories are
culture bound.
7-22
Motivation from
concepts to
Application
Chapter 8
Motivating by Job Design:
Job Design:
The way the elements in a job are organized.
The job Characteristics Model:
We can describe any job in terms of five core job

dimensions.
1. Skill Variety:
2. Task identity
3. Task significance
4. Autonomy
5. feedback
1. Skill variety:
the degree to which a job requires a verity of different
activities.
2. Task identity:
the degree to which a job requires completion of a
whole and identifiable piece of work.
3. Task significance:
the degree to which a job has a substantial impact on
the lives or work of other people.

4. Autonomy:
the degree to which a job provides substantial

freedom and discretion to the individual in
scheduling the work and in determining the
procedures to be used in carrying it out.
5. Feed back:
the degree to which carrying out the work

activities required by a job results in the
individual obtaining direct and clean information
about the effectiveness of his or her
performance.

Job Characteristics Model:

Job Characteristics Model:
 Motivating Potential Score (MPS):
a predictive index that suggests the motivating potential in a job.
It is calculated as follow.

How can job be redesigned:

 Job Rotation: (cross training)
the periodic shifting of an employee from one task to
another.
Benefits:
 Reduce boredom
 Increase motivation
 Help employees better understand how their work,
contribute to the organization.

Draw Backs:
 Training cost increase
 Productivity is reduced by moving a worker into a new
position.
 It also creates disruptions when members of the work
group have to adjust to the new employee.
 Supervisors may also spend more time in answering and
monitoring the work of recently rotated employee.

 Job Enrichment:
the vertical expansion of jobs, which increases the
degree to which the worker controls the planning,
execution, and evaluation of the work.

Alter Work Arrangements:
another approach to motivate employees with;

 Flex time
flexible work hours

(accumulate hours-free day off, compressed work week)
Drawback- not applicable for those who have unlimited
interaction
 Job sharing
an arrangement that allows two or more individuals to split

two or more individuals to split a 40-hours-a-week job.
Benefits:
 The organization will get two brains to perform
 The employees will get an easy job to perform.
Challenge:
 To find compatible employees.

Alter Work Arrangements:
 Telecommuting:
working from home at least two days a week on a computer that is linked
to the employees office.
(routine information, mobile services, CSR, reservation agents)
+reduced office space cost, less turnover
-less supervision

Employee Involvement
 Definition: A participative process that uses

employees’ input to increase their commitment
to the organization’s success.
By increasing worker autonomy and control over work
lives (involvement), organizations:
 Increase employee motivation
 Gain greater organizational commitment
 Experience greater worker productivity
 Observe higher levels of job satisfaction

Forms of Employee Involvement
 Participative Management:
Subordinates share a significant degree of decision-making power with
their immediate superiors
 Representative Participation:
 Works Councils
Groups of nominated or elected employees who must be consulted for
any personnel decisions
 Board Representative
An employee sits on a company’s board of directors and represents the
interests of the firm’s employees.

Using Rewards to Motivate
employees:
 What to pay: Establishing Pay structure.
 The process of initially setting pays depends upon
balancing.
 Internal equity: the worth of the job to the organization
establish through job evaluation process.
 External equity: the external competitiveness of an
organization’s pay relative to pay else where in the industry.
 The best pay system pays what the job worth, while also
paying competitively relative to the labor market.

employees:
 How to pay: rewarding individual employees through variable pay
programs
 Variable pay program:
a pay plan that bases a portion of an employee’s
pay on some individual and/or organizational
measures of performance.
 Different types of variable pay programs.
 piece-rate pay:

a pay plan in which workers are paid a fixed
sum of each unit production completed.
It provides no base salary and the employee is
paid for what he produces.

employees:
 Merit-Based pay:
 a pay plan based on performance appraisal rating
 Its main advantage is that people thought of high
performers can be given bigger raises.
 If they are designed correctly it let individuals
perceive a strong relationship between
performance and the rewards they receive.
(drawback- pay raise pool fluctuates –large and small)
 Bonuses:
A pay plan that rewards employees for recent
performance rather than historical performance

employees:
 Skill Based pay:
a pay plan that sets pay levels on the
basis of how many skills employees have or
how many jobs they can do.
Draw back is that employees can work on
their skills development

employees:
 Intrinsic Rewards: employee recognition programs.
 Rewards are of two types.
 Intrinsic: (employee recognition)
 Extrinsic: (Compensation system)
 Employee recognition programs range

from a spontaneous and private thank
you to widely publicized formal
programs.

Global Implications
 Job Characteristics and Job Enrichment

Studies do not yield consistent results about applicability to other cultures
 Telecommuting
Most common in the United States
 Employee Involvement
Differ among countries

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Essentials of

Organizational Behavior, 17/e

Stephen P. Robbins & Timothy A. Judge

1. Describe the three key elements of motivation.

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Slides Prepared by MAKS, MIS, DU

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

 McGregor’s Theory X and Theory Y

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

 Inherent dislike for work  View work as being as

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

 High achievers are not necessarily good managers

 High nPow and low nAff is

 Verbal rewards increase intrinsic motivation, while tangible rewards

Self-efficacy increased by:

My Output Your Output

Slides Prepared by MAKS, MIS, DU

1. Effort-Performance: perceived probability that

Are motivation theories culture-bound?

 Motivation can be increased by raising employee confidence in their own

 Openly share information on allocation decisions, especially when the

We can describe any job in terms of five core job

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

the degree to which a job provides substantial

the degree to which carrying out the work

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

How can job be redesigned:

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

another approach to motivate employees with;

flexible work hours

an arrangement that allows two or more individuals to split

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

 Definition: A participative process that uses

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

 Employee recognition programs range

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

 Job Characteristics and Job Enrichment

Copyright ©2010 Pearson Education, Inc. Publishing as Prentice Hall

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