Organizational Behavior - Motivation

Extended Chapter 5

Motivation

Set of forces that leads people to behave in particular ways.

Job Performance Equation

Job performance depends upon motivation, ability, and environment: P = M × A × E.

Need

Anything an individual requires or wants.

Scientific Management

Approach to motivation that assumes that employees are motivated by money.

Human Relations Approach

Suggests that fostering a false sense of employees’ inclusion in decision making will result in positive employee attitudes and motivation to work hard.

Human Resource Approach

Assumes that people want to contribute and are able to make genuine contributions.

Task-Specific Self-Efficacy

A person’s beliefs in their capabilities to do what is required to accomplish a specific task.

Magnitude (Self-Efficacy)

Beliefs about how difficult a task can be to accomplish.

Strength (Self-Efficacy)

Beliefs about how confident the person is that the specific task can be accomplished.

Generality (Self-Efficacy)

Beliefs about the degree to which similar tasks can be accomplished.

Need-Based Theory

Assumes that need deficiencies cause behavior.

Hierarchy of Needs

Assumes that human needs are arranged in a hierarchy of importance.

Basic (Deficiency) Needs

Physiological, Security, Belongingness.

Growth Needs

Esteem and Self-actualization

Deficiency Needs

Must be satisfied for the individual to survive and be fundamentally comfortable.

Growth Needs

Focus on personal growth and development.

ERG Theory

Describes existence, relatedness, and growth needs.

Two-Factor Theory

Identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction.

Motivation Factors

Are intrinsic to the work itself and include factors such as achievement and recognition.

Hygiene Factors

Are extrinsic to the work itself and include factors such as pay and job security.

Acquired Needs Framework

Centers on the needs for achievement, affiliation, and power.

Need for Achievement

The desire to accomplish a task or goal more effectively than was done in the past.

Need for Affiliation

The need for human companionship.

Need for Power

The desire to control the resources in one’s environment.

Process-Based Perspective

Focuses on how people behave in their efforts to satisfy their needs.

Equity Theory

Focuses on people’s desire to be treated with what they perceive as equity and to avoid perceived inequity.

Equity

The belief that we are being treated fairly in relation to others.

Inequity

The belief that we are being treated unfairly in relation to others.

Expectancy Theory

Suggests that people are motivated by how much they want something and the likelihood they perceive of getting it.

Effort-to-Performance Expectancy

The perceived probability that effort will lead to performance.

Performance-to-Outcome Expectancy

The perceived probability that performance will lead to certain outcomes.

Outcome

Anything that results from performing a behavior.

Valence

The degree of attractiveness or unattractiveness (value) that a particular outcome has for a person.

Learning

A relatively permanent change in behavior or behavioral potential resulting from direct or indirect experience.

Classical Conditioning

A simple form of learning that links a conditioned response with an unconditioned stimulus.

Reinforcement Theory

Based on the idea that behavior is a function of its consequences.

Operant Conditioning

People consciously explore different behaviors and systematically choose those that result in the most desirable outcomes.

Social Learning

When people observe the behaviors of others, recognize the consequences, and alter their own behavior as a result.

Behavior Modification

The application of reinforcement theory to influence the behaviors of people in organizational settings.

Positive Reinforcement

Uses rewards or other desirable consequences that a person receives after exhibiting behavior.

Negative Reinforcement (Avoidance)

Involves opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior.

Punishment

Is the application of unpleasant or aversive consequences to decrease the likelihood of a behavior.

Extinction

Decreases the frequency of behavior by eliminating a reward or desirable consequence that follows a behavior.

Fixed-Ratio

Behavior is reinforced according to the number of behaviors exhibited, with the number of behaviors needed to gain reinforcement held constant.

Fixed-Interval

Behavior is reinforced according to some predetermined, constant schedule based on time.

Variable-Ratio

Behavior is reinforced according to the number of behaviors exhibited, but the number of behaviors needed to gain reinforcement varies from one time to the next.

Variable-Interval

Behavior is reinforced after periods of time, but the time span varies from one time to the next.

Dimensions of Self-Efficacy

Magnitude, Strength, Generality.

ERG Theory Needs

Existence, Relatedness, Growth

Acquired Needs

achievement, affiliation, and power

Equity Comparison

Outcomes self/Inputs self compared with Outcomes other/Inputs other