ORGANIZATIONAL BEHAVIOR

S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
T

2003 Prentice Hall Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook

OBJECTIVES
LEARNING

AFTER
AFTER STUDYING
STUDYING THIS
THIS CHAPTER,
CHAPTER,
YOU
YOU SHOULD
SHOULD BE
BE ABLE
ABLE TO:
TO:
1. Outline the motivation process.
2. Describe Maslows need hierarchy.
3. Contrast Theory X and Theory Y.
4. Differentiate motivators from hygiene factors.
5. List the characteristics that high achievers
prefer in a job.
6. Summarize the types of goals that increase
performance.

2003 Prentice Hall Inc. All rights reserved.

62

7. State the impact of underrewarding

employees.
8. Clarify key relationships in expectancy theory.
9. Explain how the contemporary theories of
motivation complement each other.

LEARNING

O B J E C T I V E S (contd)

AFTER
AFTER STUDYING
STUDYING THIS
THIS CHAPTER,
CHAPTER,
YOU
YOU SHOULD
SHOULD BE
BE ABLE
ABLE TO:
TO:

2003 Prentice Hall Inc. All rights reserved.

63

Defining
Defining Motivation
Motivation

Key
KeyElements
Elements
1.1. Intensity:
Intensity:how
howhard
hardaaperson
persontries
tries
2.2.
3.3.

Direction:
Direction:toward
towardbeneficial
beneficialgoal
goal
Persistence:
Persistence:how
howlong
longaaperson
persontries
tries

2003 Prentice Hall Inc. All rights reserved.

64

Hierarchy
Hierarchy of
of Needs
Needs Theory
Theory

2003 Prentice Hall Inc. All rights reserved.

65

Maslows
Maslows Hierarchy
Hierarchy of
of Needs
Needs

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

6-1
66

Theory
Theory XX and
and Theory
Theory YY (Douglas
(Douglas McGregor)
McGregor)

2003 Prentice Hall Inc. All rights reserved.

67

Two-Factor
Two-Factor Theory
Theory (Frederick
(Frederick Herzberg)
Herzberg)

2003 Prentice Hall Inc. All rights reserved.

68

Contrasting
Contrasting Views
Views of
of Satisfaction
Satisfaction
and
and Dissatisfaction
Dissatisfaction

Presence

Absence
EXHIBIT

2003 Prentice Hall Inc. All rights reserved.

6-4
69

ERG
ERG Theory
Theory (Clayton
(Clayton Alderfer)
Alderfer)

Core
CoreNeeds
Needs
Existence:
Existence:provision
provisionof
of
basic
basicmaterial
material
requirements.
requirements.
Relatedness:
Relatedness:desire
desirefor
for
relationships.
relationships.
Growth:
Growth:desire
desirefor
for
personal
development.
personal development.
2003 Prentice Hall Inc. All rights reserved.

Concepts:
Concepts:
More
Morethan
thanone
oneneed
needcan
can
be
operative
at
the
same
be operative at the same
time.
time.
IfIfaahigher-level
higher-levelneed
need
cannot
cannotbe
befulfilled,
fulfilled,the
the
desire
desireto
tosatisfy
satisfyaalowerlowerlevel
levelneed
needincreases.
increases.

610

David
David McClellands
McClellands Theory
Theory of
of Needs
Needs

nPow

nAch

2003 Prentice Hall Inc. All rights reserved.

nAff

611

Matching
Matching Achievers
Achievers and
and Jobs
Jobs

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

6-5
612

Cognitive
Cognitive Evaluation
Evaluation Theory
Theory

2003 Prentice Hall Inc. All rights reserved.

613

Goal-Setting
Goal-Setting Theory
Theory (Edwin
(Edwin Locke)
Locke)

2003 Prentice Hall Inc. All rights reserved.

614

Reinforcement
Reinforcement Theory
Theory

Concepts:
Concepts:
Behavior
Behavioris
isenvironmentally
environmentallycaused.
caused.
Behavior
Behaviorcan
canbe
bemodified
modified(reinforced)
(reinforced)by
by
providing
providing(controlling)
(controlling)consequences.
consequences.
Reinforced
Reinforcedbehavior
behaviortends
tendsto
tobe
berepeated.
repeated.

2003 Prentice Hall Inc. All rights reserved.

615

Flow
Flow and
and Intrinsic
Intrinsic Motivation
Motivation Theory
Theory

2003 Prentice Hall Inc. All rights reserved.

616

Ken
Ken Thomass
Thomass Model
Model of
of Intrinsic
Intrinsic Motivation
Motivation
Employees are intrinsically motivated when
rewards an employee gets from work result from:
Choice the ability to freely self-select and
perform task activities.
Competence the sense of accomplishment
from skillfully performing chosen tasks or
activities.
Meaningfulness pursuing a task that matters
in the larger scheme of things.
Progress the feeling of significant
advancement in achieving the tasks purpose.

2003 Prentice Hall Inc. All rights reserved.

617

Equity
Equity Theory
Theory

Referent
Referent
Comparisons:
Comparisons:
Self-inside
Self-inside
Self-outside
Self-outside
Other-inside
Other-inside
Other-outside
Other-outside
2003 Prentice Hall Inc. All rights reserved.

618

Equity
Equity Theory
Theory (contd)
(contd)

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

6-7
619

Equity
Equity Theory
Theory (contd)
(contd)
Propositions
Propositionsrelating
relatingto
toinequitable
inequitablepay:
pay:
1.1. Overrewarded
Overrewardedemployees
employeesproduce
producemore
more
than
thanequitably
equitablyrewarded
rewardedemployees.
employees.
2.2. Overrewarded
Overrewardedemployees
employeesproduce
produceless,
less,but
but
do
dohigher
higherquality
qualitypiece
piecework.
work.
3.3. Underrewarded
Underrewardedhourly
hourlyemployees
employeesproduce
produce
lower
lowerquality
qualitywork.
work.
4.4. Underrewarded
Underrewardedemployees
employeesproduce
producelarger
larger
quantities
quantitiesof
oflower-quality
lower-qualitypiece
piecework
workthan
than
equitably
equitablyrewarded
rewardedemployees
employees
2003 Prentice Hall Inc. All rights reserved.

620

Equity
Equity Theory
Theory (contd)
(contd)

2003 Prentice Hall Inc. All rights reserved.

621

Expectancy
Expectancy Theory
Theory

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

6-8
622

Performance
Performance Dimensions
Dimensions

EXHIBIT
2003 Prentice Hall Inc. All rights reserved.

6-9
623

Integrating
Integrating
Contemporary
Contemporary
Theories
Theoriesofof
Motivation
Motivation

EXHIBIT

6-10

2003 Prentice Hall Inc. All rights reserved.

624