1. MEDI-CAPS INSTITUTE OF TECHNOLOGY AND MANAGEMENT
SUBJECT: ORGANAIZATION BEHAVIOUR

2. MOTIVATION

3. Expectancy Theory
Developed by Victor Vroom and is a very
popular theory of work motivation.
 Vroom suggests that motivation will be high
when workers feel:

High levels of effort lead to high
performance.

High performance will lead to the attainment
of desire outcomes.

5. Expectancy Theory
Involves 3 cognitions/perceptions:
1. Expectancy will
the perceived probability that effort
lead to task performance. E link
2. Instrumentality -
the perceived probability that
performance will lead to rewards.
I link
3. Valence Effort
Rewards or
Outcomes
the anticipated value of a particular
outcome to an individual.
Performance

6. E
P Expectancy
What is the probability
that I can perform at
the required level
if I try?
Effort
Instrumentality
or P
O Theory
What is the probability
that my good performance
will lead to outcomes?
Performance
Valence
What value do I place
on the potential
outcomes? (see
next slide)
Outco

7. The simplicity of expectancy theory is deceptive because it
assumes that if an employer makes a reward, such as a
financial bonus or promotion, enticing enough, employees will
increase their productivity to obtain the reward.
In addition to that, if anyone in the armed forces or security
agencies is promoted, there is a must condition for such
promotions, that they he/she will be transferred to other
locations. In such cases, if the new place is far from their
permanent residence, where their family is residing, they will
not be motivated by such promotions, and the results will be
other way round. Because, the outcome, which this reward
(promotion) will yield, may not be valued by those who are
receiving it.

9. (born on December 4, 1925 in
Mundare, a small town in
Alberta, Canada)
He is the leading researcher and
theorist in the area of
observational learning.

10. Reinforcement theory of motivation
was proposed by BF Skinner and his
associates.
It states that individual’s
behavior is a function of its
consequences. (based on law of
effect)

11. Positive and Negative Reinforcement
Positive Reinforcement
Negative Reinforcement
 Observer is likely to
 Observer is less likely
 Behavior doesn’t
 Behavior doenst
repeat behavior a
model demonstrates
matter, reinforcement
received matters.
to repeat a beahavior a
model demonstarets.
matter, reinforcement
received matters.

12. - Anything that increase
the behavior
- is a consequence of behavior
that decreases the likelihood
of repetition.

13. 1.The observer is reinforced by the
model
2. The observer is reinforced by a
third person
3. The imitated behavior itself leads to
reinforcing consequences
4. Consequences of the model’s behavior
affect the observers behavior
vicariously (vicarious reinforcement)

14. Teaches new behaviors
Increases or decreases the
frequency with which previously
learned behaviors are carried out
Can encourage previously forbidden
behavior
Can increase or decrease similar
behaviors.

15. The definition of behavioral reinforcement has been circular
since it appears to argue that response strength is
increased by reinforcement and defines reinforcement as
something that increased responses strength .However the
correct usage of reinforcement is that something is a
reinforcer because of its effect on behavior and not the
other way around .It become circular if one says that a
particular stimulus strengthens behavior because it is are
informer and does not explain why a stimulus is producing
that effect on the behavior

17. Goal setting is recognized explicitly or
implicitly by virtually every major theory
of work motivation
The existence of goals in and of themselves can motivate
behavior
People assigned difficult goals tend to perform better than
those with moderately difficult to easy goals
The idea behind goal setting theory is that goals motivate
people to compare current performance to performance
needed to meet goals
It is better to state a specific goal than to simply urge
people to do their best
Goal setting has been found to enhance performance
about 90 percent of the time

20. 1) CHOICE: Goal narrow attention and direct
efforts to goal – relevant activities.
2)effort: Goal can lead to more effort for
example if one typically produce 4 widget an
hour and has the goal to producing 6 one may
work more intensely toward the goal than one
would otherwise.
3)persistence: someone become more prone to
work through setbacks if pursuing a goal.
4) cognition: goals can lead individuals to
develop and change their behavior

21. In an organization a goal of a manager may
not align with the goal of the organization as
a whole. In such cases the goal of an
individual may come into direct conflict with
the employing organization

23. Implication ofmust know how to
Managers Equity Theory
treat their employees with all fairness
and justice, not only to attain the
goals of the company, but also to
boost the morale of each of the
employees.

24. Equity Theories
 The research evidence on equity theories is generally
strong.
 although it might be a mistake to reduce our
understanding of all interpersonal interactions at
work to a type of social exchange bargaining
 equity theories may provide important insights into
understanding how people believe they are treated
work
 research on equity theories provides important
information on the influence of pay on motivation and
on how people look to others to evaluate whether they
think they are treated fairly

25. Ratio
Comparisons
Perception
O/IA < O/IB
Inequity – under
rewarded
O/IA = O/IB
Equity
O/IA > O/IB
Inequity – over
rewarded

26. Equity theory

27. Reducing Inequity
Reactions to inequity
Examples
Distort Perceptions
Changing one’s thinking to believe that the
referent actually is more skilled than
previously thought
Increase referents input
Encouraging the referent to work harder
Reduce own input
Deliberately putting forth less effort at work.
Reducing the quality of one’s work
Increase own outcomes
Negotiating a raise for oneself or using
unethical ways of increasing rewards such as
stealing from the company
Change referent
Comparing oneself to someone who is worse
off
Leave the situation
Quitting one’s job
Seek legal action
Suing the company or filing a complaint if the
unfairness in question is under legal
protection

28. Merits & criticism
Merits
Criticism
Recognize the need of social
comparison.
Lack of clarity in choosing or
changing a person he compares with.
Adopts a realistic approach i.e.
motivation is based on perceived
behavior rather than the actual set of
circumstances
Inputs & outputs relation not looked
into properly.
Inappropriate methods used to
resolve inequity.

29. What’s Behaviour
Modification?
Interfere positively in the
child’s activities to influence
its thoughts in order to bring
in desirable changes in the
pattern of behaviour

30. Techniques
Techniques are various
systematised tried and tested
principles of action to bring in
behavioural changes in the
targeted population

31. Some Behaviour Modification
techniques
 Punishment
 Extinction
 Shaping and Chaining
 Timeout
 Overcorrecting
 Assertiveness Training
 Bio-feedback
 Relaxation Methods

32. Extinction
Parents can create behaviour
“extinction” by carefully observing
their child’s behavour and noticing
what reward the child receives for
that inappropriate behaviour.

33. Punishment
The punishment procedures have
been used with both typical and
atypical developing
children, teenagers, elderly
persons, animals and people
exhibiting different psychological
disorders.

34. Shaping and Changing
This is a behavioural term that refers
to gradually moulding or training
an organism to perform a specific
response (behaviour) by
reinforcing any response that are
similar to the desired response.

35. Time Out
Temporarily changing or separating
the child from the environment
where inappropriate behaviour has
occurred.
It’s intended to remove a positive
reinforcement of the undesired
behaviour.

36. Relaxation Methods
To effectively combat stress, we
need to activate the body’s natural
relaxation response. We can do
this by practicing relaxation
techniques such as deep
breathing, mindful
meditation, rhythmic exercises and
YOGA.

37. SUMMARY
Motivation is an internal feeling
which can be understood only by
manager since he is in close contact
with the employees. Needs, wants
and desires are inter-related and
they are the driving force to act.
These needs can be understood by
the manager and he can frame
motivation plans accordingly.

38. The End