Ob5 ORGANIZATIONAL BEHAVIOR5
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This document discusses various motivational concepts in organizational behavior. It covers topics like motivation being driven by needs, reinforcement, cognitions, job characteristics, feelings/emotions, and an equation relating various factors to performance. It also discusses need theories of motivation proposed by Maslow and McClelland, and Herzberg's motivator-hygiene theory as it relates to job design and satisfaction. Secondary motives that become important in complex societies are also examined.
![LEVEL OF ABILITY x LEVEL OF SKILL x
MOTIVATION x KNOWLEDGE ABOUT HOW
TO COMPLETE THE TASK x
FEELINGS/EMOTIONS x FACILITATING
AND INHIBITING CONDITIONS NOT UNDER
THE INDIVIDUAL’S CONTROL.
[THIS EQUATION WAS ADAPTED FROM J P
CAMPBELL AND R D PRITCHARD, “MOTIVATION
THEORY IN INDUSTRIAL AND ORGANIZATIONAL
PSYCHOLOGY,” IN HANDBOOK OF INDUSTRIAL AND
ORGANIZATIONAL PSYCHOLOGY, ED M D DUNNETTE
(SKOKIE, IL: RAND MCNALLY, 1976), PP 63-130].
PERFORMANCE =](https://image.slidesharecdn.com/ob5-161124071944/85/Ob5-ORGANIZATIONAL-BEHAVIOR5-10-320.jpg)
![THE NEED FOR ACHIEVEMENT IS DEFINED
BY THE FOLLOWING DESIRES:
TO ACCOMPLISH SOMETHING DIFFICULT. TO
MASTER, MANIPULATE, OR ORGANIZE PHYSICAL
OBJECTS, HUMAN BEINGS, OR IDEAS. TO DO THIS
AS RAPIDLY AND AS INDEPENDENTLY AS
POSSIBLE. TO OVERCOME OBSTACLES AND
ATTAIN A HIGH STANDARD. TO EXCEL ONE’S
SELF. TO RIVAL AND SURPASS OTHERS. TO
INCREASE SELF-REGARD BY THE SUCCESSFUL
EXERCISE OF TALENT.
[H A MURRAY, EXPLORATIONS IN PERSONALITY
(NEW YORK: JOHN WILEY & SONS, 1938), P 164].](https://image.slidesharecdn.com/ob5-161124071944/85/Ob5-ORGANIZATIONAL-BEHAVIOR5-14-320.jpg)
Ob5 ORGANIZATIONAL BEHAVIOR5
- 1. ORGANIZATIONAL BEHAVIOR • By sujith BR
- 3. MOTIVATION PSYCHOLOGICAL PROCESSES THAT AROUSE AND DIRECT GOAL-ORIENTED BEHAVIOUR.
- 4. THE TERM MOTIVATION DERIVES FROM THE LATIN WORD MOVERE, MEANING “TO MOVE”. IN THE PRESENT CONTEXT, MOTIVATION REPRESENTS “THOSE PSYCHOLOGICAL PROCESSES THAT CAUSE THE AROUSAL, DIRECTION, AND PERSISTANCE OF VOLUNTARY ACTIONS THAT ARE GOAL DIRECTED”. (T. R. MITCHELL, “MOTIVATION: NEW DIRECTION FOR THEORY, RESEARCH AND PRACTICE”, ACADEMY OF MANAGEMENT REVIEW, JANUARY, 1982, PAGE 81).
- 5. NEEDS INDIVIDUALS ARE MOTIVATED BY UNSATISFIED NEEDS. DISSATISFACTION WITH SOCIAL LIFE SHOULD MOTIVATE ONE TO PARTICIPATE IN MORE SOCIAL ACTIVITIES. HENRY MURRAY, A 1930S PSYCHOLOGIST, WAS THE FIRST BEHAVIOURAL SCIENTIST TO PROPOSE A LIST OF NEEDS TO UNDERLIE GOAL ORIENTED BEHAVIOUR.
- 6. REINFORCEMENT BEHAVIOUR IS CONTROLLED BY ITS CONSEQUENCES, NOT BY THE RESULT OF HYPOTHETICAL INTERNAL STATES SUCH AS INSTINCTS, DRIVES, OR NEEDS. PEOPLE REPEAT BEHAVIOURS FOLLOWED BY FAVORABLE CONSEQUENCES AND AVOID BEHAVIOURS RESULTING IN UNFAVORABLE CONSEQUENCES. REINFORCEMENT THEORISTS ARE EDWARD L. THORNDIKE AND B. F. SKINNER.
- 7. COGNITIONS BEHAVIOUR IS A FUNCTION OF BELIEFS, EXPECTATIONS, VALUES, AND OTHER MENTAL COGNITIONS. BEHAVIOUR IS THEREFORE VIEWED AS THE RESULT OF RATIONAL AND CONSCIOUS CHOICES AMONG ALTERNATIVE COURSES OF ACTION.
- 8. JOB CHARACTERISTICS TASK ITSELF IS THE KEY TO EMPLOYEE MOTIVATION. A BORING AND MONOTONOUS JOB STIFLES MOTIVATION, A CHALLENGING JOB ENHANCES MOTIVATION. 3 INGREDIENTS OF CHALLENGING JOB ARE VARIETY, AUTONOMY, AND DECISION MAKING. ONE CAN ALSO CONSIDER JOB ENRICHMENT, JOB REDESIGN AND JOB ROTATION.
- 9. FEELINGS/EMOTIONS EMPLOYEES ARE WHOLE PEOPLE WHO PURSUE GOALS OUTSIDE OF BECOMING A HIGH PERFORMER. EXAMPLES: AN IDEAL STUDENT, A LOVING BOYFRIEND OR GIRLFRIEND, A CARING PARENT, A GOOD FRIEND, A RESPONSIBLE CITIZEN, OR A HAPPY PERSON. WORK MOTIVATION IS A FUNCTION OF FEELINGS AND EMOTIONS TOWARDS INTERESTS AND GOALS.
- 10. LEVEL OF ABILITY x LEVEL OF SKILL x MOTIVATION x KNOWLEDGE ABOUT HOW TO COMPLETE THE TASK x FEELINGS/EMOTIONS x FACILITATING AND INHIBITING CONDITIONS NOT UNDER THE INDIVIDUAL’S CONTROL. [THIS EQUATION WAS ADAPTED FROM J P CAMPBELL AND R D PRITCHARD, “MOTIVATION THEORY IN INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY,” IN HANDBOOK OF INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY, ED M D DUNNETTE (SKOKIE, IL: RAND MCNALLY, 1976), PP 63-130]. PERFORMANCE =
- 11. NEED THEORIES OF MOTIVATION NEEDS PHYSIOLOGICAL DEFICIENCIES THAT AROUSE BEHAVIOUR. MASLOW’S NEED HIERARCHY THEORY IN 1943, PSYCHOLOGIST ABRAHAM MASLOW PROPOUNDED HISNOW-FAMOUS HIERARCHY THEORY OF MOTIVATION.
- 12. Physiological Most basic need. Entails having enough food, air, and water to survive. Safety Consists of the need to be safe from physical and psychological harm. Love The desire to be loved and to love. Contains the need for affection and belonging. Esteem Need for reputation, prestige, and recognition from others. Also contains need for self-confidence and strength. Self-Actualization Desire for self-fulfillment to become the best one is capable of becoming. Source: adapted from descriptions provided by A H Maslow, “A Theory of Human Motivation,” Psychological Review, July 1943, pp 370-96. Maslow’s Need Hierarchy
- 13. MCCLELLAND’S NEED THEORY IN 1940 A WELL-KNOWN PSYCHOLOGIST PROPOUNDED MCCLELLAND’S NEED THEORY NEED FOR ACHIEVEMENT DESIRE TO ACCOMPLISH SOMETHING DIFFICULT.
- 14. THE NEED FOR ACHIEVEMENT IS DEFINED BY THE FOLLOWING DESIRES: TO ACCOMPLISH SOMETHING DIFFICULT. TO MASTER, MANIPULATE, OR ORGANIZE PHYSICAL OBJECTS, HUMAN BEINGS, OR IDEAS. TO DO THIS AS RAPIDLY AND AS INDEPENDENTLY AS POSSIBLE. TO OVERCOME OBSTACLES AND ATTAIN A HIGH STANDARD. TO EXCEL ONE’S SELF. TO RIVAL AND SURPASS OTHERS. TO INCREASE SELF-REGARD BY THE SUCCESSFUL EXERCISE OF TALENT. [H A MURRAY, EXPLORATIONS IN PERSONALITY (NEW YORK: JOHN WILEY & SONS, 1938), P 164].
- 15. 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.
- 16. JOB DESIGN CHANGING THE CONTENT AND/OR PROCESS OF A SPECIFIC JOB TO INCREASE JOB SATISFACTION AND PERFORMANCE. JOB ENLARGEMENT PUTTING MORE VARIETY INTO A JOB. JOB ROTATION MOVING EMPLOYEES FROM ONE SPECIALIZED JOB TO ANOTHER.
- 17. JOB ENRICHMENT FREDERICK HERZBERG PROPOUNDED THE MOTIVATOR-HYGIENE THEORY OF JOB SATISFACTION. MOTIVATORS JOB CHARACTERISTICS ASSOCIATED WITH JOB SATISFACTION. HYGIENE FACTORS JOB CHARACTERISTICS ASSOCIATED WITH JOB DISSATISFACTION.
- 18. Hygiene Factors Dissatisfaction No Dissatisfaction Jobs with poor Jobs with good company policies company policies and administration, and administration, technical supervision, technical supervision, salary, interpersonal salary, interpersonal relationships with relationships with Supervisors, and Supervisors, and working conditions. working conditions. Motivators No Satisfaction Satisfaction Jobs that do not jobs offering offer achievement, achievement, recognition, recognition, stimulating work, stimulation work responsibility, responsibility, and advancement. and advancement. Herberg’s Motivator - Hygiene Model Source: Adapted in part from D.A. Whitsett and E.K. Winslow, “An alysis of Studies Critical of the Motivator-Hygiene Theory” Personnel Psychology, Winter 1967, pp 391-415.
- 19. JOB ENRICHMENT BUILDING ACHIEVEMENT, RECOGNITION, STIMULATING WORK, RESPONSIBILITY, AND ADVANCEMENT INTO A JOB.
- 20. PRINCIPLES OF VERTICALLY LOADING A JOB PRINCIPLE MOTIVATORS INVOLVED A. REMOVING SOME CONTROLS WHILE RETAINING ACCOUNTABILITY RESPONSIBILITY AND PERSONAL ACHIEVEMENT B. INCREASING THE ACCOUNTABILITY OF INDIVIDUALS FOR THEIR OWN WORK RESPONSIBILITY AND RECOGNITION C. GIVING A PERSON A COMPLETE NATURAL UNIT OF WORK (MODULE, DIVISION, AREA, AND SO ON) RESPONSIBILITY, ACHIEVEMENT, AND RECOGNITION D. GRANTING ADDITIONAL AUTHORITY TO AN EMPLOYEE IN HIS ACTIVITY; JOB FREEDOM RESPONSIBILITY, ACHIEVEMENT, AND RECOGNITION E. MAKING PERIODIC REPORTS DIRECTLY AVAILABLE TO THE WORKER HIMSELF RATHER THAN TO THE SUPERVISOR INTERNAL RECOGNITION F. INTRODUCING NEW AND MORE DIFFICULT TASKS NOT PREVIOUSLY HANDLED GROWTH AND LEARNING G. ASSIGNING INDIVIDUALS SPECIFIC OR SPECIALISED TASKS, ENABLING THEM TO BECOME EXPERTS RESPONSIBILITY, GROWTH, AND ADVANCEMENT SOURCE: REPRINTED BY PERMISSION OF THE HARVARD BUSINESS REVIEW. AN EXHIBIT FROM: ONE MORE TIME: HOW DO YOU MOTIVATE EMPLOYEES?” BY F. HERZBERG (JANUARY/FEBRUARY 1968). COPYRIGHT 1968 BY THE PRESIDENT AND FELLOWS OF HARVARD COLLEGE; ALL RIGHTS RESERVED.
- 21. JOB SATISFACTION AN AFFECTIVE OR EMOTIONAL RESPONSE TO ONE’S JOB MET EXPECTATIONS THE EXTENT TO WHICH ONE RECEIVES WHAT HE OR SHE EXPECTS FROM A JOB. VALUE ATTAINMENT THE EXTENT TO WHICH A JOB ALLOWS FULFILLMENT OF ONE’S WORK VALUES.
- 22. GOAL WHAT AN INDIVIDUAL IS TRYING TO ACCOMPLISH. MANAGEMENT BY OBJECTIVES MANAGEMENT SYSTEM INCORPORATING PARTICIPATION IN DECISION MAKING, GOAL SETTING, AND FEEDBACK. PERSISTENCE EXTENT TO WHICH EFFORT IS EXPENDED ON A TASK OVER TIME.
- 23. SECONDARY MOTIVES AS HUMAN SOCIETY DEVELOPS ECONOMICALLY AND BECOMES MORE COMPLEX, SECONDARY MOTIVES BECOME IMPORTANT.
- 24. EXAMPLES OF KEY SECONDARY NEEDS NEED FOR ACHIEVEMENT NEED FOR SECURITY 1. DOING BETTER THAN COMPETITORS 1. HAVING A SECURE JOB (a) ATTAINING OR SURPASSING A DIFFICULT GOAL (a) BEING PROTECTED AGAINST LOSS OF INCOME OR ECONOMIC DISASTER 1. SOLVING A COMPLEX PROBLEM 1. HAVING PROTECTION AGAINST ILLNESS AND DISABILITY (E) CARRYING OUT A CHALLENGING ASSIGNMENT SUCCESSFULLY 1. BEING PROTECTED AGAINST PHYSICAL HARM OR HAZARDOUS CONDITIONS (a) DEVELOPING A BETTER WAY TO DO SOMETHING 1. AVOIDING TASKS OR DECISIONS WITH A RISK OF FAILURE AND BLAME NEED FOR POWER NEED FOR STATUS (b) INFLUENCING PEOPLE TO CHANGE THEIR ATTITUDES OR BEHAVIOUR 2. HAVING THE RIGHT CAR AND WEARING THE RIGHT CLOTHES (c) CONTROLLING PEOPLE AND ACTIVITIES 3. WORKING FOR THE RIGHT COMPANY IN THE RIGHT JOB (d) BEING IN A POSITION OF AUTHORITY OVER OTHERS 4. HAVING A DEGREE FROM THE RIGHT UNIVERSITY (e) GAINING CONTROL OVER INFORMATION AND RESOURCES 5. LIVING IN THE RIGHT NEIGHBOURHOOD AND BELONGING TO THE COUNTRY CLUB (f) DEFEATING AN OPPONENT OR ENEMY 6. HAVING EXECUTIVE PRIVILEGES
- 25. EXAMPLES OF KEY SECONDARY NEEDS NEED FOR AFFILIATION 1. BEING LIKED BY MANY PEOPLE 2. BEING ACCEPTED AS PART OF A GROUP OR TEAM 3. WORKING WITH PEOPLE WHO ARE FRIENDLY AND CO- OPERATIVE 4. MAINTAINING HARMONIOUS RELATIONSHIPS AND AVOIDING CONFLICTS 5. PARTICIPATING IN PLEASANT SOCIAL ACTIVITIES SOURCE: ADAPTED FROM GARY YUKL, SKILLS FOR MANAGERS AND LEADERS, PRETICE-HALL, ENGLEWOOD CLIFFS, N.J., 1990, P 41. THE EXAMPLES OF NEED FOR STATUS WERE NOT COVERED BY YULK.
- 26. HIGH ACHIEVERS IN ACTION • DRAW UP A FIVE-YEAR PLAN • RAISE MORE MONEY THAN IS NEEDED • TEST THE MARKET • DON’T TAKE “NO” FOR AN ANSWER.
- 27. GOAL DIFFICULTY THE AMOUNT OF EFFORT REQUIRED TO MEET A GOAL. GOAL SPECIFICITY QUANTIFIABILITY OF A GOAL. GOAL COMMITMENT AMOUNT OF COMMITMENT TO ACHIEVING A GOAL.
- 28. THE MEANING OF MOTIVATION ONE OR MORE OF THE FOLLOWING WORDS ARE INCLUDED IN THE DEFINITION OF MOTIVATION: “DESIRES,” “WANTS,” “WISHES,” “AIMS,” “GOALS,” “NEEDS,” “DRIVES,” “MOTIVES,” AND “INCENTIVES.”
- 29. COMPREHENSIVE DEFINITION OF MOTIVATION MOTIVATION IS A PROCESS THAT STARTS WITH A PHYSIOLOGICAL OR PSYCHOLOGICAL DEFICIENCY OR NEED THAT ACTIVATES A BEHAVIOR OR A DRIVE THAT IS AIMED AT A GOAL OR INCENTIVE. (FRED LUTHANS) ORGANISATIONAL BEHAVIOR
- 30. PRIMARY MOTIVES PRIMARY MOTIVES ARE ALSO CALLED PHYSIOLOGICAL, BIOLOGICAL, UNLEARNED, OR PRIMARY.
- 31. SIMPLE WAYS TO GET ALONG WITH PEOPLE SIX IDEAS TO MOTIVATE YOUR EMPLOYEES 1. TRAIN EMPLOYEES TO GET ALONG WITH EACH OTHER 2. ENCOURAGE EACH OF YOUR EMPLOYEE TO BECOME CUSTOMER - ORIENTED 3. STRETCH YOUR EMPLOYEES 4. SOLVE YOUR EMPLOYEES PROBLEMS 5. MOTIVATE YOUR EMPLOYEES TO THINK 6. CURE YOUR OBNOXIOUS EMPLOYEES.
- 32. Presence of Tension • Gap between vision & reality • Questioning / Inquiry • Challenging Status Quo • Critical Reflection Systems Thinking • Shared vision • Holistic Thinking • Openness Cultural Facilitating Learning • Suggestions • Team Work • Empowerment • Empathy FIGURE 2.2 Characteristics of learning organizations. (source: Adapted from Fred Luthans, micheal J. Rubach, and Paul Marsnik, “Going Beyond Total Quality: The Characteristics, Techniques, and Measures of Learning Organizations. “The international Journal of Organzational Analysis Jan’1995 LEARNING ORGANIZATION