INTERNATIONAL ISLAMIC UNIVERSITY

MALAYSIA

MANU 3318
1

ORANIZATIONAL
BEHAVIOR & MOTIVATION
 Learning Objectives

After studying the chapter, you should be able to:

 Explain the basic OB model

 Describe the Hawthorne Study

 Explain what motivation is and why managers need to

be concerned about it
 Describe from the perspectives of Expectancy theory,
Maslow’s need theory, Herzberg’s Motivator-Hygiene
theory, what managers should do to have a highly
motivated workforce

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 INTRODUCTION
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 Management of organization is complex, requiring

considerable knowledge & expertise
 Task confronting managers is broken down into four basic
areas of responsibility: planning, organizing, leading &
controlling
 Successful managers need to have:
 Conceptual ability to view organization as a whole
 Technical knowledge & expertise
 Ability to handle human relationships in organizational setting
 To be effective, managers must be able to work with, understand, & motivate
people, as individuals & as groups

 Relative importance of these skills depend on level of

manager in organization
 INTRODUCTION
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 Human relations skills however are important at all levels

as all managers depend on cooperation of subordinates &
other managers to achieve objectives
 Engineering managers need to lead their members of the
organization to obtain highest levels of cooperation & this
depends on different situations they are in.
 This topic focuses on organizational behavior &
motivational theories & their implications on managing
people
 Future topics shall look at issues of leadership &
organizational structure & various issues of organizational
behavior & motivation will be relevant then
BASIC OB MODEL
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 OB MODEL
Organizational behavior model is a basic structure that
shows the relations between variables at different levels
in the organization.
Organization analyze behavior of employees into three
basic levels known as OB Model. They are :-
1. Individual Level
2. Group Level Organizational
system level
3. Organizational system Level Group Level

Individual Level
 Individual Level
Complex level because employees has different psychology
Organizations are the purposeful association of individuals.
Analyze the characteristics & behaviors of employees and thought
processes that are attributed to them.
Such as
motivation,
Perception
Personality
values and morals
Emotions
level /amount of stress etc.
Mainly here we add to our understanding of behavior in organization.
Challenges at the Individual Level

• Individual Differences
• Job Satisfaction
• Motivation
• Empowerment
• Behaving Ethically
 Group Level
Give rise
Most of individual work in a group. So, group is defined as two
or more individuals ,interacting and interdependent , who has
come together to achieve particular objectives. (Formal or
informal)
The structure of orgn along with giving rise to basic orgn
culture at orgn system level, also determines the basic type and
trust in leadership at group level.
The trust of leadership and the trust on employees then
determines the structure of groups in which the employees are
to work.
The quality of leadership is directly related to the quality of
decision making
The building block of the following:-

Group structure
Communication
Decisions
Conflict
Work teams
Orgn politics
Power
The structure of group can lead to conflict and
phenomena like power game and politics. So, better
the system’s policies better will be the running of an
orgn.
 Challenges at the Group Level

• Working With Others

• Workforce Diversity:- differences among people by:
• age,
• gender ethnicity,
• physical abilities,
• disabilities.
 Organizational system Level

Level at which initial policies, rules and regulation are

formed
serves as the building block of an orgn structure and
culture which has direct impact on human output which
further has different variables
Productivity
Turnover
Satisfaction
Deviant work place behavior
 focus

 how people structure their working relationships as well

as on how organization interact with
External environment forces major variable for analysis
are:-
• Organization structure
• Culture
• Power and politics
• Change and development
Challenges at the Organizational Level
• Productivity
 A performance measure including effectiveness and efficiency.
• Developing Effective Employees
 The achievement of goals
• Efficiency of employees
 The ratio of effective work output to the input required to produce the work
• Putting People First
• Putting people first generates a committed workforce and positively
affects the bottom line.
• People will work harder when they feel they have “more control and
say
Challenges at the Organizational Level

• Global Competition
• In recent years, businesses have faced tough competition from
other countries
• For survival they had to reduce costs, increase productivity,
and improve quality
• Managing and Working in a Multicultural World
 So in conclusion,
We can say that, each level is constructed upon the
previous.
Group concepts grow out from the foundation of
individual section.
We overlay structural constraints on the individuals and
group in order to arrive at organizational system level.
First OB model focuses on the individual level then group
level and then towards organization system level.
 So in conclusion,
These three levels are linked to a great deal and have a
deep impact on each other, starting / moving from
individual level to the organizations system level and
running side by side are the personal characteristics of the
employees.
And having right policies with people of right attitude
and psychology and right execution can lead to a smooth
running profitable organization.
(OB is just one of the determinants of organization
growth and profitability)
 MOTIVATION
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Overview
◦ The study of motivation is complex. It is a
significant study for managers because
employees when motivated are stimulated to
achieve organizational goals.
◦ Employees who are motivated remain focus in a
systematic way.
◦ Without a knowledge of motivation managers are
in danger of guiding the behaviour of
subordinates and make mistakes towards the
desired outcomes of the organization.
 MOTIVATION
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What makes motivation a complex study is the
fact that it takes different approaches to
motivate an employee. In addressing what it
takes to motivate an employee, we need to
examine the following:
◦ Meeting the basic needs.

◦ Designing jobs that motivate employees.

◦ Creating the belief that desired goals can be

achieved.
◦ Treating people equitably.
 Objective
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Students should be able to:

1. Define motivation.

2. Understand the process of motivation.

3. Explain the content theories and process

theories of motivation.

4. Grasp the implications for managers.

 The Motivation Process

Reduction
Unsatisfied Search Satisfied of the
Tensio Drivers
need behaviour need tension
n

An unsatisfied need creates tension that

A need is and
stimulates the drive within an individual to internal state that
generate a search behaviour to fins makes certain
particular goals, if attained, will satisfy the outcomes
need and reduce the tension (Robbins and attractive.
Decenzo, 2004 p.280).
 MOTIVATION
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 To encourage efforts that contribute to organizational

performance managers must first identify behavior
required & factors influencing the behavior
 Performance of an individual is affected by a no. of personal
& environmental factors including his or her:
1. Perception of the behavior required
2. Ability to carry out the behavior required
3. Motivation to do what is required
4. Extent to which work environment facilitates required behavior

 No. 1, 3 & 4 are more likely causes for absence of required

behavior
 In some situations like assembly line motivation may be
relatively unimportant as performance depends more on
 MOTIVATION
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 technological characteristics
 In other situations where workers’ discretion is high & non-
routine element is significant, motivation is likely to be
important (managerial & supervisory jobs)
 Motivation is the degree to which an individual wants &
chooses to engage in certain specified behavior
 Motivation is an individual phenomenon manifested in
intentional choices of the individual
 See Fig. 3.1 next page for a widely supported view of
psychological processes involved in motivation
 A certain performance leads to consequences to individual
(outcome)
 Outcomes may be intrinsic (increased self-esteem, feelings
 MOTIVATION
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 of accomplishment) or extrinsic (bonuses, promotion)

 Degree of satisfaction depends outcomes accruing to him or
her & the individual’s assessment of fairness of outcomes
(compared with others doing similar job)
 MOTIVATION
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 Degree of motivation to achieve a level of performance

depends also on an individual’s perceptions or beliefs
(Expectancy Theory by Vroom)
 The model of motivation in Fig. 3.1 has implications on a
manager wishing to lead (motivate) his or her subordinates:
 He must specify behavior required & set attainable target levels for
performance.
 Determine outcomes that individuals value & use these to reward
performance.
 Link rewards directly to performance (performance must be measurable)
 Ensure rewards are adequate
 Not overlook other factors like job perception, ability, environmental
factors
 Central issue in motivation is to identify outcomes (e.g. pay,
etc. This relates to Maslow’s hierarchy of needs
 MOTIVATION
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 Motivation may be defined as psychological forces acting

on an individual that determine his/her direction, effort &
persistence
 This alignment between employees & organizational goals
as a whole can be described by the motivation equation
 MASLOW’S HIERARCHY OF NEEDS
(Abraham Maslow – 1943)
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 Individuals are motivated by a variety of needs; primarily

by the lowest-level need in the hierarchy that remains
unsatisfied
 Once satisfied, lower-level needs cease to be motivators of
behavior
 In real, individuals are usually motivated at any one point
by a combination of needs from different levels
 Cultures also matter
 Managers must realize the importance of these needs
Maslow’s Motivation
Theory 29
Self- • Achieving one’s potential, self-fulfilment,
actualization becoming what one is capable of becoming.

• The desire for a positive self-image, to

Esteem achieve attention, recognition, and
appreciation from others.

• A need to be accepted by peers,

Social
friendship, being part of a group.

• A need for safe and secure from

Safety physical and emotional
environment, free from threat.

• Food, drink, shelter,

Physiological sexual satisfaction, and
other bodily requirements.
 Maslow theory – the explanation
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 Lower-end needs are the priority needs, which

must be satisfied before higher-order need are
activated.
 Needs are satisfied in sequence.
 When a need is satisfied, it declines in importance
and the next need becomes dominant.
 To motivate an individual one must know where
that person is in the hierarchy and focus on
satisfying at or above that level.
 Implications of Maslow’s theory
in the workplace
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 Not everyone is motivated in the same way.

 Motivation and need satisfaction are anticipatory in
nature.
 Managers must seek to guide and direct employee
behaviour to meet the organizational needs and
individual needs simultaneously.
 Maslow’s Hierarchy of Needs

Needs Description Examples

Highest-
Self-
Self- Realize
Realizeone’s
one’s Use
Useabilities
abilities
level needs
actualization
actualization full potential
full potential to
to thefullest
the fullest
Feel
Feelgood
good Promotions
Promotions
Esteem
Esteem about oneself
about oneself and
andrecognition
recognition
Social
Social Interpersonal
Interpersonal
Belongingness
Belongingness interaction,
interaction, love relations,parties
love relations, parties
Job
Jobsecurity,
security,
Safety
Safety Security, stability
Security, stabilityhealth insurance
health insurance

Lowest- Food,
Food,water,
water, Basic
Basicpay
paylevel
level
Physiological
Physiological
level needs shelter
shelter to
tobuy
buyitems
items
Lower-level needs must be satisfied before
higher-level needs are addressed.

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