organizational behavior lecture 5 dr. amna yousaf phd (hrm) university of twente, the netherlands

Organizational Behavior Organizational Behavior

Lecture 5 Dr. Amna YousafPhD (HRM)

University of Twente, the Netherlands

Recap Lecture 4Recap Lecture 4

What is personality and personality traits? Measuring Personality Determinants of Personality

– Heredity– Environmental– Situational

The Myers-Briggs Type Indicator Big-Five Personality Traits Personality Traits and outcomes Core self-evaluations

– Self esteem– Locus of control

2CHAPTER SEVEN

Recap Lecture 4Recap Lecture 4

Other personality traits– Machiavellianism (Mach)

– Self-Monitoring– Risk-Taking– Type A and Type B personality– Proactive Personality– Self-Efficacy– Political Skills

Person-Job Fit Conclusions

© 2007 Prentice Hall Inc. All rights reserved.

Managing MotivationManaging Motivation

Lecture 5

OutlineOutline

What is motivation Motivation theories

– Maslow’s Need Theory– ERG Theory– Theory X and Theory Y– Two-factor Theory– McClelland’s Theory of Needs– Cognitive Evaluations Theory



What Is Motivation?

Direction

PersistenceIntensity


Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

What is Motivation? What is Motivation?


Hierarchy of Needs Theory (Maslow)Hierarchy of Needs Theory (Maslow)

Hierarchy of Needs Theory

There is a hierarchy of five needs—physiological, safety, social, esteem, and self-actualization; as each need is substantially satisfied, the next need becomes dominant.

Self-Actualization

The drive to become what one is capable of becoming.


Maslow’s Hierarchy of NeedsMaslow’s Hierarchy of Needs

E X H I B I T 6–1E X H I B I T 6–1

Lower-Order NeedsNeeds that are satisfied externally; physiological and safety needs.

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem, and self-actualization

needs.SelfSelf

EsteemEsteem

SocialSocial

SafetySafety

PhysiologicalPhysiological

Maslow’s Need Theory-conceptsMaslow’s Need Theory-concepts

Physiological – hunger, thirst, shelter, sex, and other bodily needs

Safety – security and protection from physical or emotional harm

Social – affection, belongingness, acceptance & friendship

Esteem – internal factors such as self-respect, autonomy and achievement and external factors such as status, recognition and attention

Self-actualization – drive to become what one is capable of becoming, achieving one’s potential and self fulfillment



Assumptions of Maslow’s HierarchyAssumptions of Maslow’s Hierarchy

Movement up the Pyramid

•Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied.

Maslow Application:

A homeless person

will not be motivated to

meditate!

Maslow Application:

A homeless person

will not be motivated to

meditate!

•Individuals therefore must move up the hierarchy in order

Alderfer’s ERG TheoryAlderfer’s ERG Theory

Existence similar to Maslow’s physiological and safety needs

Relatedness related to social and status needs Growth similar to esteem and self-actualization

needs Unlike Maslow’s theory, individuals can be at all

categories simultaneously



Theory XTheory XManagers See Workers As…Managers See Workers As…

Disliking WorkDisliking Work

Avoiding ResponsibilityAvoiding Responsibility

Having Little AmbitionHaving Little Ambition

Theory YTheory Y Managers See Workers As…Managers See Workers As…

Enjoying WorkEnjoying Work

Accepting ResponsibilityAccepting Responsibility

Self-DirectedSelf-Directed

Theory X and Theory YTheory X and Theory Y

McGreoger believes theory Y assumptions more valid so managers should encourage participative decision making, responsible and challenging jobs and good group relations

No evidence indicating which assumptions are true or that theory Y environment will lead to more motivated workers



Herzberg’s Two-Factor TheoryHerzberg’s Two-Factor Theory

Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing!

Separate constructs– Hygiene Factors---Extrinsic

& Related to Dissatisfaction

– Motivation Factors---Intrinsic and Related to

Satisfaction

Hygiene Factors:

•Salary

•Work Conditions

•Company Policies

Motivators:

•Achievement

•Responsibility

•Growth


Comparison of Satisfiers and Dissatisfiers

Comparison of Satisfiers and Dissatisfiers

Factors characterizing events on the job that led to extreme job dissatisfaction

Factors characterizing events on the job that

led to extreme job satisfaction


Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved.


Contrasting Views of Satisfaction and DissatisfactionContrasting Views of Satisfaction and Dissatisfaction


Critique on two-factor theoryCritique on two-factor theory

Failure blamed to extrinsic factors; success to personal attributes

Ratings used to measure job satisfaction may be contaminated; people may be positive on one scale item but may treat a different response differently

No overall measure of satisfaction utilized; dissatisfaction on one facet but overall satisfaction


Critique on two-factor theoryCritique on two-factor theory

Herzberg assumed relationship between satisfaction and productivity but no measure of productivity was employed. One needs to assume a strong relationship between the two. – No sufficient empirical backing for the theory as

for the earlier ones– May sound well empirically



David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs

Need for Achievement

The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

Need for Affiliation

The desire for friendly and close personal relationships.

Need for Power

The need to make others behave in a way that they would not have behaved otherwise.

Bottom Line: Individuals have different levels of

needs in each of these areas, and those

levels will drive their behavior

David McClelland’s Theory of NeedsDavid McClelland’s Theory of Needs

Not much evidence for power and affiliation need High achievers perform well when probability of

success .5. – Not attribution to pure chance or least challenge

High achievers are successful entrepreneurs; no links to being effective managers

Effective managers may be linked to high power need and low affiliation need



Matching High Achievers and JobsMatching High Achievers and Jobs



Cognitive Evaluation TheoryCognitive Evaluation Theory

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation.

The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.

Hint: For this theory, think about how fun it is to read in the summer, but once reading is assigned to you for a grade, you don’t want to do it!

Cognitive Evaluation TheoryCognitive Evaluation Theory

Intrinsic and extrinsic motivation are not mutually exclusive

Managerial implications: rewards contingent on performance?

Extrinsic rewards shift locus of control to external– Tangible rewards undermine performance while

intangible rewards don’t. Support from a number of studies


Self-concordance – extension of CETSelf-concordance – extension of CET

Intrinsically motivated people are happy even when they cant reach goals as they find the process fun

Extrinsically motivated people don’t get that much happiness even after goal achievement as they don’t find goal satisfying

Implications– Choose jobs carefully– Managers should create work conditions that

enhance intrinsic motivation and not only rely on rewards.




What Would Herzberg Say? What Would Maslow Say? What Would Herzberg Say? What Would Maslow Say?

organizational behavior lecture 5 dr. amna yousaf phd (hrm) university of twente, the netherlands

Documents

selfactualization needs

lowerorder needs needs

higherorder needs needs

theory erg theory theory

order slide

netherlands slide

safety needs relatedness

theory y