Organizational behavior Motivational concepts and Applications Dr. Jerry L. huxell
Dr. Jerry L. Huxell Organizational Behavior Motivational Concepts and Applications
Motivation The processes that account for an individual's intensity(how hard), direction, and persistence(how long)of effort toward attaining a goal Dr. Jerry L. huxell
Dr. Jerry L. Huxell Motivation • The processes that account for an individual’s intensity (how hard), direction, and persistence (how long) of effort toward attaining a goal
Maslow's hierarchy of Needs As each need is substantially satisfied, the next need becomes dominant Physiological Safety Social Esteem Self-actualization Dr. Jerry L. huxell
Dr. Jerry L. Huxell Maslow’s Hierarchy of Needs • As each need is substantially satisfied, the next need becomes dominant – Physiological – Safety – Social – Esteem – Self-actualization
McGregor's Theory X andY Theory X-employees dislike, are lazy, dislike responsibility, and must be coerced to perform Theory Y-employees like work, are creative, seek responsibility, and can exercise self-direction Dr. Jerry L. huxell
Dr. Jerry L. Huxell McGregor’s Theory X and Y • Theory X – employees dislike, are lazy, dislike responsibility, and must be coerced to perform • Theory Y – employees like work, are creative, seek responsibility, and can exercise self-direction
Herzberg's Two Factor Theory trinsic factors are related to job satisfaction while extrinsic factors are associated with dissatisfaction When hygiene factors(company policy, supervision, salary) are adequate, people Will not be dissatisfied Dr. Jerry L. huxell
Dr. Jerry L. Huxell Herzberg’s Two Factor Theory • Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction • When hygiene factors (company policy, supervision, salary) are adequate, people will not be dissatisfied
Alderfer's ERG Theory Core needs are existence relatedness and growth Existence -provision of basic material requirements Relatedness -desire for relationships Growth -desire for personal development More than one need can be operative at the same time If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases Dr. Jerry L. huxell
Dr. Jerry L. Huxell Alderfer’s ERG Theory • Core needs are existence, relatedness and growth – Existence – provision of basic material requirements – Relatedness – desire for relationships – Growth – desire for personal development • More than one need can be operative at the same time • If a higher-level need cannot be fulfilled, the desire to satisfy a lower-level need increases
McClelland's Theory of Needs Need for achievement -desire to excel Need for power-desire to make others behave Need for affiliation -desire for close interpersonal relationships Dr. Jerry L. huxell
Dr. Jerry L. Huxell McClelland’s Theory of Needs • Need for achievement – desire to excel • Need for power – desire to make others behave • Need for affiliation – desire for close interpersonal relationships
Lockes Goal-Setting Theory The theory that specific and difficult goals with feedback, lead to higher performance Self-efficacy- the individual s belief that he or she is capable of performing a task Dr. Jerry L. huxell
Dr. Jerry L. Huxell Locke’s Goal-Setting Theory • The theory that specific and difficult goals, with feedback, lead to higher performance • Self-efficacy – the individual’s belief that he or she is capable of performing a task
Thomas's model of intrinsic Motivation Employees are intrinsically motivated when rewards an employee gets from work result from Choice Competence Meaningfulness Progress Dr. Jerry L. huxell
Dr. Jerry L. Huxell Thomas’s Model of Intrinsic Motivation • Employees are intrinsically motivated when rewards an employee gets from work result from – Choice – Competence – Meaningfulness – Progress
Equity Theory ndividuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequalities Change inputs(slack off) Change outcomes(increase output Distort/change perceptions Leave the field(quit Dr. Jerry L. huxell
Dr. Jerry L. Huxell Equity Theory • Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequalities – Change inputs (slack off) – Change outcomes (increase output) – Distort/change perceptions – Leave the field (quit)
