Motivation

2. Motivation Organizational Behaviour Lecture No. 13 Zain Ul Abideen

3. Leaders are Readers • Peter Drucker • The Effective Executive (1967) • “Morale in an organization does not mean that “people get along together”; the test is performance, not conformance.” • Why are people motivated to do those things? VIDEO

4. Elements of Work Motivation Direction of Behavior Which behaviors does a person choose to perform In an organization? Level of Effort How hard does a person work to perform a chosen behavior? Level of Persistence When faced with obstacles how hard does a person keep trying to perform a chosen behavior successfully?

5. Motivation • Directly or Indirectly Dominates Organizational Behavior • Personality….motivational propensities • Psychological contracts • Goal Setting Theory • O.B. Modification • Compensation • Social Identity Theory • WHY do people do what they do? • What drives motivation to engage, motivation to withdraw, motivation to perform, motivation to quit?

6. Discuss • Motivation is rarely the core issue • Abilities • Job Design • Tools at Work • Leadership • All problems are not solved by having motivated employees

7. The Process of Motivation

8. Individual Approaches

9. Primary Motives • Human motives are variously called physiological, biological, unlearned, or primary. • Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based. • Even though the brain pathways will be developed in different ways and people develop different appetites for the various physiological motives, they will all have essentially the same primary needs. • What are some examples of Primary Motives?

10. General and Secondary Motives • General Motives • The Curiosity, Manipulation, and Activity Motives • The Affection Motive • Secondary Motives • The Power Motive • The Achievement Motive • The Affiliation Motive • The Security Motive • The Status Motive • Intrinsic versus Extrinsic Motives • Intrinsic- Behavior for it’s own sake • Extrinsic- Based on acquisition of material or social rewards

11. nPow nAch nAff David 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.

13. From Individual to Work Motivation Approaches (e.g., from psychology to Org Behavior)

14. Work-Motivation Approaches

15. Content Theories of Motivation

16. Motivation factors increase job satisfaction • Company policy & administration • Supervision • Interpersonal relations • Working conditions • Salary • Status • Security • Achievement • Achievement recognition • Work itself • Responsibility • Advancement • Growth • Salary? Hygiene factors avoid job dissatisfaction Motivation–Hygiene Theory of Motivation

17. The Content Theories of Work Motivation (Continued)

18. Process Theories of Motivation

19. Vroom’s Expectancy Theory of Motivation: Key Constructs Valence: Value or importance placed on a particular reward Instrumentality: Belief that performance is related to rewards Expectancy: Belief that effort leads to performance

20. Expectancy Model of Motivation Effort (Expectancy) Performance (Instrumentality) Reward (Valence) Effort Perceived effort– performance probability Perceived performance– reward probability Perceived value of reward “If I work hard, will I get the job done?” “What rewards will I get when the job is well done?” “What rewards do I value?”

21. Adams’s Theory of Inequity Inequity - the situation in which a person perceives he or she is receiving less than he or she is giving, or is giving less than he or she is receiving

22. PersonComparison other NegativeOutcomes < OutcomesInequity Inputs Inputs PositiveOutcomes > OutcomesInequity Inputs Inputs Motivational Theory of Social Exchange EquityOutcomes = Outcomes Inputs Inputs

23. Strategies for Resolution of Inequity • Alter the person’s outcomes • Alter the person’s inputs • Alter the comparison other’s outputs • Alter the comparison other’s inputs • Change who is used as a comparison other • Rationalize the inequity • Leave the organizational situation

24. New Perspectives on Equity Theory Equity Sensitive I prefer an equity ratio equal to that of my comparison other

25. New Perspectives on Equity Theory Benevolent I am comfortable with an equity ratio less than that of my comparison other

26. New Perspectives on Equity Theory Entitled I am comfortable with an equity ratio greater than that of my comparison other

27. Equity Theory and Justice • Equity Theory Involves a Perception of Distributive Justice • Distributive Justice • Perceived fairness in the distribution of outcomes. • Procedural Justice • Perceived fairness of the procedures used to make decisions about the distribution of outcomes (NOT distribution of outcomes) • Greenberg 2008 SIOP Conference • Procedural justice can substitute for distributive justice • One type of justice is not necessarily more important than the other…but one must be present.

28. Thanks to Allah