Organizational Behaviour

2. Organizational Behaviour

3. Presented to Sir Tisman PashaPresented by Muhammad Taha Khan 07-06

4. Contemporary Theories of Motivation

5. INTRODUCTION • Motivation is the result of the interaction of the individual and the situation. • Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal. • The level of motivation varies both between individuals and within individuals at different times. • Motivation works best when individual needs are Motivation works best when individual needs are compatible with organizational goals.

6. EARLY THEORIES OF MOTIVATION • 1950’s: • Hierarchy of needs theory • Theories X and Y • The two-factor theory. • They represent a foundation from which contemporary theories have grown.

7. Contemporary Theories of Motivation • Mc Clelland’s Theory of Needs • Cognitive Evaluation theory • Goal-Setting Theory • Self-Efficacy Theory

8. McClelland’s Theory of Needs • There are three major acquired needs that are major motives in work. • Need for achievement (nAch) The drive to excel and succeed • Need for power (nPow) The need to influence the behavior of others • Need of affiliation (nAff) The desire for interpersonal relationships

10. Cognitive Evaluation Theory • Introduction of extrinsic rewards for work effort that was previously intrinsically rewarding tends to decrease overall motivation. • When extrinsic rewards are given to someone for performing an interesting task, it causes intrinsic interest in the task itself to decline. • Extrinsic rewards that are verbal increase intrinsic motivation. • Self-Concordance

11. GOAL-SETTING THEORY • Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals. • Goals tell an employee what needs to be done and how much effort will need to be expended. • An individual is committed to the goal when he believes he can achieve the goal, and wants to achieve it.

12. Goal Setting Theory

13. MBO PROGRAMSPutting Goal-Setting Theory into Practice • Converting overall organizational objectives into specific objectives for organizational units and individual members. • Four ingredients common to MBO programs: • Goal specification. • Participation in decision making. • An explicit time period. • Performance feedback. • Failures may come from: • Unrealistic expectations regarding results. • Lack of commitment by top management. • Cultural incompatibilities.

14. Self-Efficacy Theory • Refers to an individual’s belief that he or she is capable of performing a task. • Individuals with high self-efficacy seem to respond to negative feedback with increased effort and motivation s compared to those with low self-efficacy.

15. Ways to Increase Self-Efficacy • Four ways to increase self-efficacy • Enactive mastery • Vicarious modeling • Verbal persuasion • Arousal

16. Joint Effects of Goals & Self-Efficacy on Performance Individual has confidence that given level of performance will be attained (Self-Efficacy) Individual has higher level of job or task performance Manager Sets difficult, specific goals for job or task Individual sets higher personal (self-set) goals for their performance

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