Week 8

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
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
Motivation
 Defined as the psychological forces within a person
that determine:
1) direction of behavior in an organization;
2) the effort or how hard people work;
3) the persistence displayed in meeting goals.
– Intrinsic Motivation: behavior performed for its own sake.
• Motivation comes from performing the work.
– Extrinsic Motivation: behavior performed to acquire
rewards.
• Motivation source is the consequence of an action.
 Defining Motivation

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

Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries

© 2005 Prentice Hall Inc. All rights reserved. 6–3

Need Theory

People are motivated to obtain outcomes at work to satisfy

their needs.
• A need is a requirement for survival.
• To motivate a person:
1) Managers must determine what needs worker wants satisfied.
2) Ensure that a person receives the outcomes when performing
well.
– Several needs theories exist.
• Maslow’s Hierarchy of Needs.
• Alderfer’s ERG.
 Hierarchy of Needs Theory (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.

© 2005 Prentice Hall Inc. All rights reserved. 6–5

 Need Level Description Examples
Self- Realize one’s Use abilities
Actualization full potential to the fullest

Feel good Promotions

Esteem about oneself & recognition

Social Interpersonal
Belongingness
interaction, love relations, parties

Job security,
Safety Security, stability
health insurance

Food, water, Basic pay level

Physiological
shelter to buy items
Lower level needs must be satisfied before higher needs are addressed.
 Need Level Description Examples
Highest

Self-development, Worker continually

Growth improves skills
creative work

Interpersonal Good relations,

Relatedness
relations, feelings feedback
Lowest

Food, water, Basic pay level

Existence
shelter to buy items

After lower level needs satisfied, person seeks higher needs. When
unable to satisfy higher needs, lower needs motivation is raised.
 Theory X and Theory Y (Douglas 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. 6–8

Motivation-Hygiene Theory

Focuses on outcomes that can lead to high motivation, job

satisfaction, & those that can prevent dissatisfaction.
• Motivator needs: related to nature of the work and how
challenging it is.
– Outcomes are autonomy, responsibility, interesting work.
• Hygiene needs: relate to the physical & psychological context
of the work.
– Refers to a good work environment, pay, job security.
– When hygiene needs not met, workers are dissatisfied. Note:
when met, they will NOT lead to higher motivation, just will
prevent low motivation.
 Two-Factor Theory (Frederick 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.

© 2005 Prentice Hall Inc. All rights reserved. 6–10