Human Behavior in Organization

Prepared by: Esmhel B. Briones, MBA TREY

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Motivation
Chapter 3

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WHATISMOTIVATION?
ADEFINITION

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WHAT IS MOTIVATION?
• Scientists have defined motivation as the process of arousing,
directing, and maintaining behavior toward a goal. As this
definition suggests, motivation involves three components. The
first component, arousal, has to do with the drive, or energy
behind our actions. For example, when we are hungry, we are
driven to seek food. The direction component involves the
choice of behavior made. A hungry person may make many
different choices--eat an apple, have a pizza delivered, go out for
a burger, and so on. The third component, maintenance, is
concerned with people's persistence, their willingness to
continue to exert effort until a goal is met. The longer you would
continue to search for food when hungry, the more persistent
you would be.
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 Insert or Drag and Drop
your Photo Here MOTIVATING BY MEETING

BASIC HUMAN NEEDS

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MOTIVATING BY MEETING BASIC HUMAN NEEDS
• As our definition suggests, people are motivated to fulfill their needs—
whether it is a need for food, as in our example, or other needs, such as
the need for social approval. Companies that help their employees in this
quest are certain to reap the benefits. Organizational behaviorists claim
that companies that strive to meet the needs of their employees attract
the best people and motivate them to do excellent work.

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MASLOW'S NEED HIERARCHY THEORY
• Some insight into how to achieve this is provided by Abraham Maslow's
need hierarchy theory. Maslow's basic idea was simple: People will not be
healthy and well-adjusted unless they have all of their basic needs met.
This idea applies whether we're talking about becoming a functioning
member of society, Maslow's original focus, or a productive employee of
an organization, a later application of his work. Specifically, Maslow
identified five different types of needs which, he claimed, are activated in
a hierarchy, beginning at the lowest, most basic needs, and working
upward to the next level. Furthermore, these needs are not aroused all at
once or in random fashion. Rather, each need is triggered step by step,
only after the one beneath it in the hierarchy has been satisfied.

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MASLOW'S NEED HIERARCHY THEORY
• The lowest-order is defined by physiological needs, those that satisfy
fundamental biological drives, such as the need for air, food, water, and
shelter. These are understandably primary to humans, as even newborn
babies express these basic needs.
• After physiological needs have been satisfied, the next level of needs is
triggered--safety needs. These are concerned with the need to operate in
an environment that is physically and psychologically safe and secure, one
free from threats of harm.
• Once physiological and safety needs have been satisfied, the social needs
are activated. These refer to the need to be liked and accepted by others.
As social animals, we want to be with others and to have them approve
of us.
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MASLOW'S NEED HIERARCHY THEORY
• Not only do we need to be liked by others socially, but we also need to
gain their respect and approval. In other words, we have a need for self-
esteem—that is, to achieve success and have others recognize our
accomplishments. Consider, for example, reserved parking spots or
plaques honoring the "employee of the month.“
• According to Maslow, people will strive for self-actualization—that is,
they will work to become all they are capable of being. When people are
self-actualized they perform at their maximum level of creativity and
become extremely valuable assets to their organizations. For this reason,
companies are interested in paving the way for their employees to self-
actualize by meeting their lower-order needs.

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 ALDERFER’S ERG THEORY
• Clayton Alderfer’s existence-relatedness-growth (ERG) theory
builds on some of Maslow’s thinking but reduces the number of
universal needs from five to three—growth needs, relatedness
needs, and existence needs—and is more flexible on movement
between levels. Alderfer lifts the restriction imposed by Maslow
in which lower-order needs must be addressed before a higher-
level need becomes a motivator.

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ALDERFER’S ERG THEORY
• Alderfer breaks with Maslow on the consequence of
need frustration. Needs at more than one level can be
motivators at any time. Alderfer proposes that when an
individual is motivated to satisfy a higher-level need but
has difficulty doing so, the person’s motivation to satisfy
lower-level needs will increase.

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EQUITY THEORY: THE IMPORTANCE OF BEING FAIR
• There can be little doubt about the importance of money as a
motivator on the job. However, it would be overly simplistic and
misleading to say that people only want to earn as much money
as possible. Even the highest-paid executives, sports figures,
and celebrities sometimes complain about their pay despite
their multi-million-dollar salaries. Are they being greedy? Not
necessarily. Often, the issue is not the actual amount of pay
received, but rather, pay fairness, or equity.

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EQUITY THEORY: THE IMPORTANCE OF BEING FAIR
• Equity theory proposes that people are motivated to maintain
fair, or equitable, relationships between themselves and others,
and to avoid those relationships that are unfair, or inequitable.
To make judgments of equity, people compare themselves to
others by focusing on two variables: outcomes—what we get
out of our jobs (e.g., pay, fringe benefits, prestige, etc.)—and
inputs—the contributions made (e.g., time worked, effort
exerted, units produced).

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EQUITY THEORY: THE IMPORTANCE OF BEING FAIR
• According to equity theory, people make equity judgments by
comparing their own outcome/input ratios to the
outcome/input ratios of others. This so-called "other" may be
someone else in one's work group, another employee in the
organization, an individual working in the same field, or even
oneself at an earlier point in time – in short, almost anyone
against whom we compare ourselves. These comparisons can
result in one of three different states: overpayment inequity,
underpayment inequity, or equitable payment.

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EXPECTANCY THEORY: BELIEVINGYOU CAN GET WHATYOU WANT
• Beyond seeking fair treatment on the job, people are also
motivated by the expectation that they will achieve certain
desired rewards by working hard. If you've ever put in long
hours studying in the hopes of receiving an "A" in one of your
classes, then you understand expectancy theory. This is one of
the basic ideas behind the popularity of pay systems known as
merit pay plans, or pay- for-performance plans, which formally
establish links between job performance and rewards.

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 Three Components of Motivation (Expectancy Theory)
• Expectancy theory claims that people will be motivated to exert
effort on the job when they believe that doing so will help them
achieve the things they want. It assumes that people are rational
beings who think about what they have to do to be rewarded and
how much the reward means to them before they perform their
jobs. Specifically, expectancy theory views motivation as the result
of three different types of beliefs that people have. These are:
expectancy—the belief that one's effort will affect performance,
instrumentality—the belief that one's performance will be
rewarded, and valence—the perceived value of the expected
rewards.

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OVERVIEW OF EXPECTANCY THEORY

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PROCEDURAL JUSTICE THEORY
• Procedural justice theory is concerned with the perceived
fairness of the procedures used to make decisions about inputs,
performance, and the distribution of outcomes. How managers
treat their subordinates and the extent to which they provide
explanations for their decisions influence employees’
perceptions of procedural justice. When procedural justice is
perceived to be low, motivation suffers because employees are
not sure that their inputs and performance levels will be
accurately assessed or that outcomes will be distributed in a fair
manner.

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DESIGNING JOBS THAT MOTIVATE
• Recall that Frederick W. Taylor's approach to stimulating work
performance was to design jobs so that people worked as efficiently as
possible. No wasted movements and no wasted time added up to
efficient performance, or so Taylor believed. However, Taylor failed to
consider one important thing: The repetitive machine-like movements
required of his workers were highly routine and monotonous. And, not
surprisingly, people became bored with such jobs and frequently quit.
Fortunately, today's organizational scientists have found several ways of
designing jobs that can not only be performed very efficiently, but are
also highly pleasant and enjoyable. This is the basic principle behind job
design, the process of creating jobs that people enjoy performing
because they are so inherently appealing.

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Job Enlargement: Doing More of the Same Kind of Work
• Job enlargement is increasing the number of tasks an employee
performs but keeping all of the tasks at the same level of
difficulty and responsibility. It is also called horizontal job
loading because the content of a job is expanded but the
difficulty remains constant. Proponents of this approach
thought that job enlargement might increase intrinsic
motivation.

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Job Enrichment: Increasing Required Skills and Responsibilities
• As an alternative, consider another approach taken to redesign jobs—job
enrichment. Job enrichment is the designing of jobs to provide
opportunities for employee growth by giving employees more
responsibility and control over their work. It is often referred to as
vertical job loading because employees are given some of the
responsibilities that used to belong to their supervisors. Herzberg’s
motivator – hygiene theory – was a driving force in the movement to
enrich jobs. Job enrichment is aimed at increasing intrinsic motivation.

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THE JOB CHARACTERISTICS MODEL
• Thus far, we have failed to specify precisely how to enrich a job. What
elements of a job need to be enriched for it to be engaging to an
employee? An attempt to expand the idea of job enrichment, known as
the job characteristic model, provides an answer to this important
question.

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THE JOB CHARACTERISTICS MODEL

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THE JOB CHARACTERISTICS MODEL
• According to the job characteristic model, the five core job
dimensions listed create three critical psychological states,
which in turn influence the personal and work outcomes shown.
The model also acknowledges that these relationships are
strongest among those individuals highest in growth need
strength.

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The five critical job dimensions are skill variety, task identity, task
significance, autonomy, and feedback.
• Skill variety is the extent to which a job requires using several different
skills and talents that an employee has. For example, a restaurant
manager with high skill variety will perform many different tasks (e.g.,
maintaining sales records, handling customer complaints, scheduling
staff, supervising repair work, and the like).
• Task identity is the degree to which a job requires doing a whole task
from beginning to end. For example, tailors will have high task identity if
they do everything associat- ed with making an entire suit (e.g.,
measuring the client, selecting the fabric, cutting and sewing it, and
altering it to fit)

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 The five critical job dimensions are skill variety, task identity, task
significance, autonomy, and feedback.
• Task significance is the amount of impact a job is believed to have on others. For ex-
ample, medical researchers working on a cure for a deadly disease surely recognize the
importance of their work to the world at large. Even more modest contributions to the
company can be recognized as being significant to the extent that employee understand
the role of their jobs in the overall mission of the organization.
• Autonomy is the extent to which employees have the freedom and discretion to plan,
schedule, and carry out their jobs as desired. For example, in 1991 a team of Procter &
Gamble employees was put in charge of making all the arrangements necessary for the
building of a new $5 million facility for making concentrated Downy.
• Feedback is the extent to which the job allows people to have information about the
effectiveness of their performance. For example, telemarketing representatives regularly
receive information about how many calls they make per day and the monetary values of
the sales made.

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JOB DESIGN: THE SOCIAL INFORMATION PROCESSING MODEL
• The social information processing model was developed in 1978 by Salancik and
Pfeffer. According to the social information processing model, factors other than the
core dimensions influences how employees respond to the design of their jobs.
Salancik and Pfeffer propose that the way employees perceive and respond to the
design of their jobs is influenced by social information (information from other
people) and by employees’ own past behaviors.

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JOB DESIGN: THE SOCIAL INFORMATION PROCESSING MODEL
• The model proposes that the social environment provides employees with
information regarding which aspects of their job design and work outcome they
should pay attention to and which they should ignore. Social environment refers to
the other individuals with whom employees come into contact with at work. The
model suggests that the social environment provides employees with information
about how they should evaluate their jobs and work outcomes. The increasing
reliance of organizations on contingent employees has some interesting implications
for social environments at work.

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 Insert or Drag and Drop your Photo Here
-End-

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