1. Organizational Behavior
Chapter Five
Motivation
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2. Organizational Behavior
Motivation
• Research on motivation attempts to determine
why people behave the way they do and to
understand the ramifications of such behavior.
The changing role and interaction of technology at
work is one factor that explains why motivation
remains an important research topic. Additionally,
our movement to an information and servicebased economy may have varying effects on
motivation factors and resulting employee
behaviors.
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3. Organizational Behavior
Motivation
• Motivation is derived from the Latin word movere,
“to move.” The Merriam-Webster dictionary
defines motivation (root motive) as “something (as
a need or desire) that causes a person to act”
while motivate is defined as “the object influencing
a choice or prompting an action.”
• Several common themes among motivation
definitions refers to action or behavior toward
goals, specifically, the individual and
environmental antecedent factors that cause
action, the goal itself, and feedback acting as a
moderator which can influence the intensity of
achieving the goal
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4. Organizational Behavior
Motivation
• An understanding of the complexities of
contemporary organizations and how
individual’s differing motivations influence
needs, actions and goals is essential to
fully comprehend the effects of variations
in other factors such as leadership styles,
job design, salary, as they relate to
performance, satisfaction, and other
outcomes
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5. Organizational Behavior
Other Definitions
• Direction of behavior
• Strength of the response (effort) once employee
chooses to follow a course of action
• Persistence of the behavior or how long the person
continues to behave in a particular manner
• Different motivators for different
cultures/situations
• Emphasis on different factors depending on what
is being studied.
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6. Organizational Behavior
Why does an organization want to
motivate employees?
•
•
•
•
Fear of unions
Promote positive climate
Able to pay workers less
Other reasons?
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7. Organizational Behavior
Motivation
Popular definition of “motivation”
• Willingness to perform
• Regarded as an individual-level attitude
• Understood to be affected by “leadership”
May be nothing more than an internal attribution
when observed behavior is consistent or
inconsistent with organizational expectations
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8. Organizational Behavior
Motivation Defined
Motivation: Psychological processes that cause the arousal
direction, and persistence of voluntary actions that are goal
directed.
Implications Associated with This Definition
 Behavior is purposive rather than random
- People exhibit both positive (work done on time) and negative
(arrive late for work) behavior for a reason
 Motivation arouses people to do something
- People are unlikely to change a behavior or do something different
unless they are motivated to do so
 Motivation causes people to focus on a desired end-result or goal
 Motivation fuels the persistence needed to exhibit sustained effort on
a task
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9. Organizational Behavior
A Job Performance Model of Motivation
Individual Inputs
Ability, Job knowledge
Dispositions & Traits
Emotions, Moods, &Affect
Beliefs & Values
Arousal
Job Context
Physical Environment
Task Design
Rewards & Reinforcement
Supervisory Support &
Coaching
Social Norms
Organizational Culture
Skills
Motivational Processes
Attention
&
Direction
Intensity
&
Persistence
Enable, Limit
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Motivated
Behaviors

10. Organizational Behavior
A Job Performance Model of Motivation (cont.)
Skills
Individual
Inputs
Motivated Behaviors
Motivational
Processes
Job
Context
Focus: Direction, What we do
Intensity: Effort, how hard
we try
Quality: Task strategies, the
way we do it
Duration: Persistence, how
long we stick to it
Enable, Limit
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Performance

11. Organizational Behavior
Motivation Theories
• Content theories – focus on factors within the
person that energize, direct, sustain, and stop
behavior. They attempt to determine the specific
needs that motivate people (individual needs for
job satisfaction, behavior, and reward systems).
Aware of differences in people
• Process theories – describe and analyze how
behavior is energized, directed, sustained and
stopped by factors external to the person.
Understand how individuals make choices based
on preferences, rewards, and accomplishments.
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12. Organizational Behavior
Content Theories
• Within a person, individual need deficiencies
activate tensions that trigger a behavioral
response. Managers should:
– Determine what needs trigger performance, group
and personal behaviors
– Offer meaningful rewards to satisfy needs
– Know when it is appropriate to offer rewards
– Adapt to people’s changing needs
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13. Organizational Behavior
Motivation Theories
•
•
•
•
•
•
•
•
•
•
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Hierarchy of Needs (Maslow) - content
Nach Theory (McClelland) - content
Reinforcement Theory - process
Self-Efficacy Theory (Bandura)
Job Design (Enlargement, Rotation, Enrichment)
Two-Factor Model (Herzberg) - content
Job Characteristics Model (Hackman & Oldham)
Empowerment (Spreitzer)
Equity Theory (Adams) - process
Expectancy Theory (Vroom) - process
Goal-Setting (Locke) - process
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14. Organizational Behavior
Motivation Theories and
Workplace Outcomes
Outcome of
Interest
Need
Reinforcement
Equity
X
X
X
X
X
• Choice to pursue
a course of action
• Effort
• Performance
• Satisfaction
X
X
• Absenteeism
X
X
• Turnover
X
X
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15. Organizational Behavior
Motivation Theories and
Workplace Outcomes (continued)
Outcome of
Interest
• Choice to pursue
a course of action
• Effort
Expectancy Goal Setting
Job
Characteristics
X
X
X
X
• Performance
X
X
• Satisfaction
X
• Absenteeism
X
• Turnover
X
X
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16. Organizational Behavior
Maslow’s Need Hierarchy
Esteem
Need for
reputation,
prestige, and
recognition
Love
The desire to from others.
love and be
loved.
Safety
Consists of
the need to be
safe.
Physiological
Most basic
need.
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SelfActualization
Desire for
selffulfillment.

17. Organizational Behavior
Research on Maslow
• Very few studies can confirm or refute the theory. It
may be that the dynamics implied are too complex to
be operationalized and confirmed by scientific
research. Helps to explain aspects of human behavior
but it is not accurate/thorough to explain individual
behavior.
• A satisfied need may lose its motivating potential.
Managers are advised to motivate employees by
devising programs aimed at satisfying emerging or
unmet needs.
• Managers high in the organization place greater
emphasis on self-actualization
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18. Organizational Behavior
Alderfer ERG Theory
• Existence – needs satisfied by factors such as
food, air, water, pay, and working conditions
• Relatedness- needs satisfied by meaningful
social and interpersonal relationships
• Growth – needs satisfied by creative
contributions
• In addition to satisfaction-progression
hierarchy, there is frustration-regression.
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19. Organizational Behavior
Herzberg’s Two-Factor Theory
• Views on job satisfaction
• Extrinsic conditions or job context include pay, status,
working conditions. The presence of these conditions
does not motivate the person but the absence results in
dissatisfaction. Also called hygiene factors
• Intrinsic conditions or job content include feelings of
achievement, increased responsibility and recognition.
The absence does not lead to dissatisfaction but when
present they build levels of motivation that result in
good job performance. Also called motivators.
• Requires an enriched job to motivate employees
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20. Organizational Behavior
Herzberg’s Motivator-Hygiene Model
Motivators
No Satisfaction
Jobs that do not
offer achievement
recognition,
stimulating work,
responsibility,
and advancement.
Satisfaction
Jobs offering
achievement,
recognition,
stimulating work,
responsibility,
and advancement.
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21. Organizational Behavior
Herzberg’s Motivator-Hygiene Model
(continued)
Hygiene Factors
Dissatisfaction
Jobs with poor
company policies,
and administration,
technical supervision
salary, interpersonal
relationships with
supervisors, and
working conditions.
No Dissatisfaction
Jobs with good
company policies,
and administration,
technical supervision,
salary, interpersonal
relationships with
supervisors, and
working conditions.
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22. Organizational Behavior
McClelland’s Need Theory
Need For Achievement: Desire to excel and accomplish
something difficult.
Achievement-motivated people prefer
 tasks of moderate ability that they can achieve
 situations in which their performance is due to their own
efforts
 more feedback on their success and failures than do low
achievers
Need For Affiliation: Desire to spend time in social
relationships and activities.
Need For Power: Desire to influence, coach, teach, or
encourage others to achieve.
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23. Organizational Behavior
McClelland’s Need Theory
• When a need is strong, its effect is to motivate
the person to use behavior to satisfy the need.
• Thematic Apperception Test (TAT)
• Differences in needs based on culture,
economic background and gender
• Can adult behaviors be changed or is
motivation developed in childhood?
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24. Organizational Behavior
Causes of Job Satisfaction
Job Satisfaction: An affective or emotional response to various
facets of one’s job.
• Need Fulfillment: Satisfaction is based on the extent to which a
job satisfies a person’s needs.
• Discrepancies: Satisfaction is determined by the extent to which
an individual receives what he or she expects from a job.
• Value Attainment: Satisfaction results from the extent to which a
job allows fulfillment of one’s work values.
• Equity: Satisfaction is a function of how “fairly” an individual is
treated at work.
• Trait/Genetic Components: Satisfaction is partly a function of
personal traits and genetic factors.
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25. Organizational Behavior
Correlates of Job Satisfaction
Variables Related
to Satisfaction
Motivation
Job Involvement
Organizational citizenship
behavior
Organizational commitment
Absenteeism
Tardiness
Turnover
Heart Disease
Perceived stress
Pro-union voting
Job performance
Life satisfaction
Mental health
Direction of
Relationship
Positive
Positive
Strength of
Relationship
Moderate
Moderate
Positive
Positive
Negative
Negative
Negative
Negative
Negative
Negative
Positive
Positive
Positive
Moderate
Strong
Weak
Weak
Moderate
Moderate
Strong
Moderate
Weak
Moderate
Moderate
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26. Organizational Behavior
Figure 5.5 & Table 5.2
• Excellent Summary
• Be able to discuss differences and similarities
in the models
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