Organizational Behavior

Module 6: Motivation in the Workplace

Module Learning Outcomes

Discuss theories of motivations and strategies to improve motivation in the workplace

6.1: Describe how "motivation" operates in organizational behavior

6.2: Describe various theories of motivation
6.3: Discuss impact of motivation in the workplace
Motivation in Organizational Behavior
Learning Outcomes: Motivation in Organizational Behavior

6.1: Describe how "motivation" operates in organizational behavior

6.1.1: Describe motivation
6.1.2: Discuss the individual components of motivation
6.1.3: Discuss the work components of motivation
6.1.4: Discuss the organizational components of motivation
Define motivation
Motivation at Work: The Expectancy Framework
Intrinsic vs. Extrinsic Motivation
Class Activity: Intrinsic vs. Extrinsic Motivation

Let’s write an essay about how we imagine the first (next) five years of our career.
It should be two pages long.

Would you write this essay if . . .

. . . no grade or extra credit is given for it?
. . . five points of extra credit is given for it?
. . . no extra credit is given, but those who don’t turn it in will be penalized five points?
Locus of Control and Self-Esteem
Also to be considered…

Employee Needs Cultural Differences

Job Design

• Managers should tailor jobs to meet

employee needs by striking a balance of
these five elements
• The right combination of these elements
can serve the individual’s intrinsic
motivations
Training and Working Conditions
Class Discussion: Working Conditions as Motivation

What qualities should working conditions have to be motivating to

employees?
Goal Setting
• Management by Objective
(MBO)

• Goals should be
• Specific
• Measurable
• Attainable
• Reasonable
• Time-bound or
time-specific
Corporate Culture

• Benefits
• Fosters teamwork
• Encourages wellness
• Disadvantage
• Company Politics
• Gossip
Leaders and Co-workers
Equity

• An employee’s sense that everyone

is being treated fairly and the same
as one another
Practice Question 1

Vroom’s expectancy theory talks about the links between effort, performance and outcome.
 What is also important to consider?

A. That it’s important how a worker feels about his efforts and how they’re connected to
performance and outcome
B. That a worker is told his efforts are connected to the team’s performance and outcome
C. That a worker must understand that good performance leads to outcomes
D. That a worker’s efforts really are connected to performance and outcome
Practice Question 2

What is the formula for motivation?

A. Motivation = Effort + performance + outcome

B. Motivation = Effort + direction + persistence
C. Motivation = Intensity + direction + persistence of effort
D. Motivation = Expectancy + instrumentality + persistence
Practice Question 3

What quality is an individual said to have when she thinks that she’s responsible for her own
successes and failures?

A. a high level of extrinsic motivation

B. a high external locus of control
C. a high level of intrinsic motivation
D. a high internal locus of control
Practice Question 4
Lisa’s manager sees that she’s struggling to master computer skills, while the rest of her team
has a good command of them.  Lisa’s a great employee otherwise, but this new frustration is
making her feel stressed and anxious. Which work component of motivation might Lisa’s
manager choose to help Lisa?

A. training
B. work environment
C. management by objective
D. task variety and task identity
Practice Question 5

What is the term used to describe the “personality” of a company (e.g., a company that fosters
teamwork and camaraderie)?

A. Equity
B. Leadership
C. Culture
D. Politics
Theories of Motivation
Learning Outcomes: Theories of Motivation

6.2: Describe various theories of motivation

6.2.1: Explain the role of the Hawthorne effect in management
6.2.2: List the various levels of needs in Maslow's hierarchy
6.2.3: Summarize the changes to Maslow's hierarchy of needs in Alderfer's ERG theory
6.2.4: Describe how employees might be motivated using McClelland's acquired needs theory
6.2.5: Differentiate between Theory X and Theory Y
6.2.6: Explain the difference between intrinsic and extrinsic motivators in Herzberg's two-
factor theory
The Hawthorne Effect (1920s)

What you need to know:

Job satisfaction and social issues impact productivity more than pay and working conditions
Maslow’s Hierarchy

What you need to know:

Maslow depicted five levels of human
need and declared that they needed to be
fulfilled in order (from the foundation
up)
Aldefer’s ERG Theory

• What you need to know:

• Aldefer built on Maslow’s hierarchy
• Has three needs categories (right) that align with an
individual’s physiological, relationship and self- Existence
fulfillment needs
• Determined that individual will work harder to fulfill a
category if those needs aren’t being met
Relatedness
• First to suggest that more than one need can be operating
at once
Growth
McClelland’s Acquired Needs Theory

• What you need to know:

• McClelland suggested three human needs operated all at the same time
• Individuals are motivated by the strength or level of each need
• Three categories of needs:
• Achievement
• Affiliation
• Power
McGregor’s Theory X and Theory Y

• Theory X
• Employees don’t like to work
• They must be threatened into productivity

• Theory Y
• Employees naturally embrace responsibility and
creativity
• They will be productive and self-directed
Class Discussion: Theory X and Theory Y

• All styles of management are useful in certain situations. In a group discussion, come up
with a scenario in which
• Theory X is appropriate as a management and motivational style
• Theory Y is appropriate as a management and motivational style
Herzberg’s Two-Factor Theory
Practice Question 6

In addition to distilling Maslow’s hierarchy of needs down to three needs from five, the ERG
Theory suggests what other difference?

A. A basic need has to be addressed before a more complex need

B. More than one need can be operating at a time
C. Job dissatisfaction elements are different from ones that cause job satisfaction
D. One of those three needs is dominant over the others
Motivation in the Workplace
Learning Outcomes: Motivation in the Workplace

6.3: Discuss impact of motivation in the workplace

6.3.1: Analyze managerial responses to motivation theories
6.3.2: Discuss the impact of cultural differences on motivation
Management by Objective (MBO)
Employee Recognition Programs

• Personal and team recognition

• Public or private recognition
Employee Involvement Programs

• Employee Stock Ownership

Programs
• Participative management
• Representative participation
Job Redesign Programs

• Job rotation
• Job enrichment
• Flexible hours
• Job sharing
• Telecommuting
Variable Pay Programs

• Piece-rate pay
• Profit sharing
Hofstede’s Cultural Dimensions Theory

• Power Distance
• Individualism
• Uncertainty avoidance
• Masculinity vs. femininity
• Long-term Orientation vs. Short-term Orientation
• Indulgence vs. restraint
Class Activity: Cultural Dimensions Theory

Match each country to the area they would score highest in. As a group, discuss why that
country would score that way.

Power Distance Sweden

Individualism Japan
Uncertainty avoidance United States
Femininity Germany
Long-term Orientation Mexico
Restraint Lebanon
Practice Question 7

Management by objective is a response to what theory?

A. goal-setting as a motivator
B. employees’ needs for responsibility as outlined as in the ERG theory
C. job enrichment needs as outlined in Herzberg’s Two Factor theory
D. linking rewards to personal goals in the expectancy theory
Practice Question 8

What happens in regards to Maslow’s hierarchy of needs when looking through the lens of
Hofstede’s cultural dimensions theory?

A. They can shift on an index’s spectrum

B. They can be collectively taught in a unique way
C. They can shift positions on the hierarchy of needs based on cultural learnings
D. They are measured the same in each culture
Quick Review

• Motivation is highly individual

• In a work setting, motivation has three different components
• Individual component
• Work component
• Organizational component
• Motivation can be based on needs
• Needs theories attempt to dissect individual needs
• Managers respond to needs to increase workplace productivity
• Managers need to understand how motivation operates in different cultures