Chapter 6

Basic Motivation
Concepts

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
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Cook
 Defining
Defining Motivation
Motivation

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

Key
KeyElements
Elements
1.
1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.
2. Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
3.
3. Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

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 Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory (Maslow)
(Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs—physiological,
safety, social, esteem, and self-actualization; as
each need is substantially satisfied, the next need
becomes dominant.

Self-Actualization
The drive to become what one is capable of becoming.

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 Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)

Theory X
Assumes that employees dislike work, lack ambition, avoid
responsibility, and must be directed and coerced to perform.

Theory Y
Assumes that employees like work, seek responsibility, are
capable of making decisions, and exercise self-direction and
self-control when committed to a goal.

© 2005 Prentice Hall Inc. All rights reserved. 6–4

 Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)

Two-Factor (Motivation-Hygiene) Theory

Intrinsic factors are related to job satisfaction, while
extrinsic factors are associated with dissatisfaction.

Hygiene Factors
Factors—such as company policy and administration,
supervision, and salary—that, when adequate in a
job, placate workers. When factors are adequate,
people will not be dissatisfied.

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 ERG
ERG Theory
Theory (Clayton
(Clayton Alderfer)
Alderfer)
ERG Theory
There are three groups of core needs: existence,
relatedness, and growth.

Core
CoreNeeds
Needs Concepts:
Concepts:
Existence:
Existence:provision
provisionof More
basic
of Morethan
thanone
oneneedneedcan
can
basicmaterial
material be operative at the same
be operative at the same
requirements.
requirements. time.
time.
Relatedness:
Relatedness:desire
desirefor IfIfaahigher-level
relationships.
for higher-levelneed
need
relationships. cannot
cannotbe befulfilled,
fulfilled,the
the
Growth: desire
desiretotosatisfy
satisfyaalower-
Growth:desire
desirefor
for level need increases.
lower-
personal
personaldevelopment.
development. level need increases.

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 David
David McClelland’s
McClelland’s Theory
Theory of
of Needs
Needs

Need for Achievement Need for Affiliation

The drive to excel, to achieve The desire for friendly
in relation to a set of and close personal
standards, to strive to relationships.
succeed.

Need for Power nPow

The need to make others
behave in a way that they
would not have behaved
otherwise.
nAch nAff

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 Cognitive
Cognitive Evaluation
Evaluation Theory
Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that
had been previously only intrinsically rewarding
tends to decrease the overall level of motivation.
The theory may only be relevant to jobs that are
neither extremely dull nor extremely interesting.

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 Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)
Goal-Setting Theory
The theory that specific and difficult goals, with
feedback, lead to higher performance.

Factors influencing the goals–performance

relationship:
Goal commitment, adequate self-efficacy, task
characteristics, and national culture.

Self-Efficacy
The individual’s belief that he or she is capable of
performing a task.
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 Reinforcement
Reinforcement Theory
Theory

The assumption that behavior is a function of its

consequences.

Concepts:
Concepts:
Behavior
Behaviorisisenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbebemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendstotobe
berepeated.
repeated.

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 Job
Job Design
Design Theory
Theory

Job Characteristics
Model Characteristics:
Characteristics:
Identifies five job 1.1. Skill
Skillvariety
variety
characteristics and their 2.2. Task
relationship to personal Taskidentity
identity
and work outcomes. 3.3. Task
Tasksignificance
significance
4.4. Autonomy
Autonomy
5.5. Feedback
Feedback

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 Job
Job Design
Design Theory
Theory (cont’d)
(cont’d)
 Job Characteristics Model
– Jobs with skill variety, task identity, task significance,
autonomy, and for which feedback of results is given,
directly affect three psychological states of employees:
• Knowledge of results
• Meaningfulness of work
• Personal feelings of responsibility for results

– Increases in these psychological states result in

increased motivation, performance, and job
satisfaction.

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 Job
Job Design
Design Theory
Theory (cont’d)
(cont’d)

Skill Variety
The degree to which a job requires a variety of
different activities.

Task Identity
The degree to which the job requires completion of
a whole and identifiable piece of work.

Task Significance
The degree to which the job has a substantial
impact on the lives or work of other people.
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 Job
Job Design
Design Theory
Theory (cont’d)
(cont’d)

Autonomy
The degree to which the 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.

Feedback
The degree to which carrying out the work activities
required by a job results in the individual obtaining
direct and clear information about the effectiveness
of his or her performance.

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 Computing
Computing aa Motivating
Motivating Potential
Potential Score
Score

People
Peoplewho
whowork
workon
onjobs
jobswith
withhigh
highcore
coredimensions
dimensionsare
are
generally
generallymore
moremotivated,
motivated,satisfied,
satisfied,and
andproductive.
productive.
Job
Jobdimensions
dimensionsoperate
operatethrough
throughthe
thepsychological
psychologicalstates
statesinin
influencing
influencingpersonal
personaland
andwork
workoutcome
outcomevariables
variablesrather
rather
than
thaninfluencing
influencingthem
themdirectly.
directly.

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 Job
Job Design
Design Theory
Theory (cont’d)
(cont’d)

Social Information Processing (SIP) Model

The fact that people respond to their jobs as they
perceive them rather than to the objective jobs
themselves.

Concept:
Concept:
Employee
Employeeattitudes
attitudesand
andbehaviors
behaviorsare
are
responses
responsesto
tosocial
socialcues
cuesby
byothers.
others.

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 Social
Social Information
Information Processing
Processing Model
Model (SIP)
(SIP)

 Concepts of the SIP Model

– Employees adopt attitudes and behaviors in response
to the social cues provided by others (e.g., coworkers)
with whom they have contact.
– Employees’ perception of the characteristics of their
jobs is as important as the actual characteristics of
their jobs.

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 Equity
Equity Theory
Theory

Equity Theory
Individuals compare their job inputs and outcomes
with those of others and then respond to eliminate
any inequities.
Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
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 Equity
Equity Theory
Theory (cont’d)
(cont’d)

Choices
Choicesfor
fordealing
dealingwith
withinequity:
inequity:
1.1. Change
Changeinputs
inputs(slack
(slackoff)
off)
2.2. Change
Changeoutcomes
outcomes(increase
(increaseoutput)
output)
3.3. Distort/change
Distort/changeperceptions
perceptionsof
ofself
self
4.4. Distort/change
Distort/changeperceptions
perceptionsofofothers
others
5.5. Choose
Chooseaadifferent
differentreferent
referentperson
person
6.6. Leave
Leavethe
thefield
field(quit
(quitthe
thejob)
job)

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 Equity
Equity Theory
Theory (cont’d)
(cont’d)

Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.
1. Overrewarded
Overrewardedhourly
hourlyemployees
employeesproduce
produce
more
morethan
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.
2. Overrewarded
Overrewardedpiece-work
piece-workemployees
employees
produce
produceless,
less,but
butdodohigher
higherquality
qualitypiece
piece
work.
work.
3.
3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.
4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees

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 Equity
Equity Theory
Theory (cont’d)
(cont’d)

Distributive Justice
Perceived fairness of the amount and allocation of
rewards among individuals.

Procedural Justice
The perceived fairness of the process to determine
the distribution of rewards.

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 Expectancy
Expectancy Theory
Theory

Expectancy Theory (Victor Vroom)

The strength of a tendency to act in a certain way
depends on the strength of an expectation that the
act will be followed by a given outcome and on the
attractiveness of that outcome to the individual.

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 Expectancy
Expectancy Theory
Theory Relationships
Relationships

 Effort–Performance Relationship
– The probability that exerting a given amount of effort
will lead to performance.
 Performance–Reward Relationship
– The belief that 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 goals or needs and the attractiveness of
potential rewards for the individual.

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