lecture 3 -_motivation

Principles of Organisational Behaviour (POB)

Principles of Organisational Behaviour

Theme 1: Individual Level1. Motivation in theory2. Motivating in practice: Job design

Lecture 3

24 January 201123 January 2012

Motivation: Definition

23 January 2012Principles of Organisational Behaviour

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Types of motivation Extrinsic motivation: tangible rewards

Factors external to the individual and unrelated to the task they are performing.

Outside the control of individuals. E.g. Money, rewards, incentives And also threat of punishment

Intrinsic motivation: psychological rewards Internal desires to perform a particular task Related with attribution theory E.g. giving pleasure, developing skills, hobby

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Theories of motivation

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Early Theories Scientific management (F.W.Taylor)

Workers are motivated mainly by pay. This theory links closely with autocratic management style and

Macgregor’s Theory X approach to workers.

Human relations (E. Mayo) Workers are not just concerned with money but could be

better motivated by having their social needs met whilst at work .

This theory links closely with paternalistic style of management.

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Contemporary Theories Content Theory (CT)

focus on the individual needs that activate tensions, which influence satisfaction and behaviour.

emphasis on nature of needs and what motivates

Process Theory (PT) focus on mental process which transform the motive force into

particular patterns of behaviour emphasis on the actual process of motivation

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CTs: 1. Maslow’s hierarchy of needs theory

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2. Herzberg’s two-factor theory

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3. Alderfer’s ERG theory

Frustration-regression principleAn already satisfied lower-level need becomes reactivated when a higher-level need is frustrated.

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4. McClelland’s achievement theory

need for Achievement

need for Power

need for Affiliation

Desire to do

something better

and be responsible

Desire to control others and influence

behaviour

Desire to establish and maintain friendly and warm relations

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PTs: 1. Expectancy Theory: Vroom’s model Vroom’s model is based on three key variables:

Expectancy: belief that working hard will result in desired level of performance.

Instrumentality: belief that successful performance will be followed by rewards.

Valence: importance that individual places upon the expected outcome. It is the anticipated satisfaction from an outcome.

Therefore, M = E x I x V If either E, I, or V is low, motivation will be low

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These three variable generate three relationships:1. Efforts-Performance relationship: whether there is connection

between effort and their performance (Expectancy) .

2. Performance-Reward Relationship: probability that the performance will lead to valued outcomes/rewards (instrumentality)

3. Reward- personal goal Relationship: expected net value of the outcomes that flow from the effort (valence)

1 2 3

1. Effort-performance relationship2. Performance-reward relationship3.Rewards-personal goals relationship

Individual Effort

Individual performance

Organisational Rewards

Personal Goals

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2. Equity Theory: Adam’s Focuses on people’s feelings of how fairly they have

been treated in comparison with the treatment received by others.

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3. Goal-setting theory: Locke’s Goal-setting theory assumes that the goals set for a person are the source of motivation rather than the needs that prompt people to derive their own goals.


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Job design and motivation Job design is a set of activities that involve alteration of specific jobs or

interdependent system of jobs with the aim of improving the quality of employee job experience and on-the-job productivity

It is concerned with the relationship between workers and the nature and content of jobs and their task functions.

It attempts to meet people’s personal and social needs at work through reorganisation and restructuring of work.

Two main reasons for attention to job design: to enhance the personal satisfaction that people derive from their work to make the best use of people and to help overcome obstacles to their

effective performance.


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Job characteristic model

Experiencedmeaningfulness High internal of the work work motivation

High-quality work performance

Experienced Autonomy responsibility for

outcomes of the work High satisfaction with the work

Knowledge of the Low absenteeism Feedback actual results of the and turnover

work activities

Task identity Task significance

Skill variety

Core job dimension

Critical psychological states

Personal and work outcomes

Employee growth-need strength

(Hackman and Oldham, 1980)


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Motivation: Theory and Practice

Theories Self-respect Social Meaning Feedback Autonomy

Hierarchy of needs

Two factor theory

Alderfer’s ERG theory

Equity theory

Expectancy theory

Goal setting theory

Job design model


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Job redesigning Job enrichmentVertical expansion of jobs

Job enlargementIncreasing the number and variety of tasks

Job rotationPeriodic shifting from one task to another


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Job satisfaction and motivation Job satisfaction is more of an attitude, an internal state associated

with a personal feeling of achievement.

However, necessary to achieve a high level of motivation and performance.

Content theories assumes a direct relationship between job satisfaction and improved performance.

Process theories recognise the importance of wider relationships involving motivation, satisfaction and performance.

Job satisfaction is influenced by various factors such as individual characteristics, social factors, cultural factors, organisational factors, and environmental factors.


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lecture 3 -_motivation

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