14e

Organizational
Behavior
Human Behavior at
Work

Chapter Five
Motivation
John W. Newstrom

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 Outline
 Definition
 A Model of Motivation (Fig. 5.1)
 Motivational Drivers
 Achievement Motivation
 Affiliation Motivation
 Power Motivation
 Managerial application of the Drivers
 Human Needs
 Types of Needs
 Maslow’s Hierarchy of Needs
 Goal Setting

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 Motivation

 Indicators of employee motivation

 Engagement and commitment
 Satisfaction and turnover
 Work motivation: Result of a set of internal and
external forces that cause an employee to:
 Choose an appropriate course of action
 Engage in certain behaviors

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 Motivation

 Work motivation elements that interest employers

 Direction and focus of the behavior
 Level of the effort
 Persistence of the behavior

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 Factors that Demotivate
Employees
Tolerating poor performance

Leveling unjustified criticism at

employees

Not providing clear expectations

Making false promises of incentives

Showing favoritism

Hours spent in unproductive meetings

5

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 Figure 5.1 - A Model of
Motivation

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 A Model Of Motivation

 Potential performance (PP) is a product of ability (A)

and motivation (M)
 PP = A x M
 High-energy workers: Employees who are alert,
spirited, and enthusiastic
 Feel vitalized and are eager to act

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 A Model Of Motivation

 Fatigued workers: Employees who act tired, sluggish,

and feel emotionally depleted
 Personal strategies for energy management
 Learning and relationship development
 Finding meaning at work

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 Motivational Drives

 Drives: Strong desires for something

 Product of the cultural environment
 Affect people’s:
 Perspectives of their jobs
 Approach to life

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 Achievement Motivation

 Drive to accomplish objectives and get ahead

 Achievers work hard when:
 They receive personal credit for their effort
 Risk of failure is only moderate
 They receive feedback about past performances
 Characteristics of achievers
 Take responsibility for their actions and results
 Control their destiny

10

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 Affiliation Motivation

 Seek regular feedback

 Enjoy winning individually or as a team
 Drive to relate to people on a social basis
 Affiliation-oriented managers have difficulty:
 Assigning challenging tasks
 Directing work activities
 Monitoring work effectiveness

11

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 Difference between
Achievement-motivated
Employees and Affiliation-
motivated Employees
Achievement- Affiliation-motivated
motivated employees employees

• Work better when • Work better when

supervisors provide they receive
detailed evaluations recognition
• Choose technically • Surround themselves
capable assistants with friends and
likable people
12

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 Power Motivation

 Drive to influence people, take control, and change

situations
 Can be constructive or destructive in nature
 Institutional power - Need to influence others’ behavior
for the good of the whole organization
 Personal power - Need to influence others’ behavior for
personal gains

13

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 Managerial Application of the Drives

 Observe employees’ behavior to determine what they

will respond to
 Identify their strongest motivational drive
 Communicate to each particular employee’s needs

14

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 Human Needs

 Primary needs: Basic physical needs

 Universal
 Vary in intensity from person to person
 Conditioned by social practice
 Secondary needs: Social and psychological needs
 Develop as people mature
 Get affected by manager’s plans

15

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 Key Conclusions about
Secondary Needs
 Strongly conditioned by experience
 Vary in type and intensity
 Subject to change across time
 Work in combination and influence each other
 Are hidden from conscious recognition
 Are vague feelings
 Influence behavior in powerful ways

16

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 Maslow’s Hierarchy of Needs

 Human needs arranged according to their importance

 Lower-order needs: First and second level needs
 First-level needs - Basic survival and physiological needs
for food, air, water, and sleep
 Second-level needs - Bodily safety and economic security
needs
 Higher-order needs: Top three needs
 Love, belonging, and social involvement at work

17

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 Maslow’s Hierarchy of Needs

 Esteem and status needs

 Self-actualization: Ongoing process of becoming all that
one is capable of becoming
 Interpretations
 People have a variety of needs they wish to satisfy
 All need levels are often partially satisfied
 Gratified needs are not as strongly motivating as unmet
needs

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 Maslow’s Hierarchy of Needs

 Managers must:
 Identify and accept employee needs
 Realize that needs may differ among employees
 Limitations
 Difficult to study and not fully verified
 Providing opportunities for self-actualization to all
employees is difficult
 The five need levels have not been established as unique

19

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 Goals

 Targets and objectives for future performance

 Help focus employees’ attention
 Encourage better planning for the allocation of critical
resources
 Illustrate the value of persistent effort
 Stimulate the preparation of action plans

20

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 Goal Setting

 Motivational process that creates a discrepancy

between current and expected performance
 Self-efficacy: Internal belief regarding one’s job-
related capabilities and competencies
 Judged on a specific task or across a variety of
performance duties

21

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 Figure 5.7 - Tips for Building
Employee Self-efficacy

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 Elements of Goal Setting
Goal acceptance
• Obtained by allowing employees to participate in the goal-
setting process

Specificity
• Specific goals provide focus and allow employees to measure
their own progress

Challenge
• Difficult yet achievable goals make employees work harder

Performance monitoring and feedback

• Performance monitoring: Observing behavior, inspecting
output, or studying performance indicators
• Performance feedback: Timely provision of data or judgment
regarding task-related results 23

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