Human Behavior in Organization

Theories of Motivation

Noel J. Maquiling, MICB, RCA, MBA CAR, CFMP

Facilitator
Overview

At a simple level, it seems obvious that people do things,

such as go to work, in order to get stuff they want and to
avoid stuff they don't want.
Basic Perspective of Motivation:

REWARDS

NEEDS BEHAVIOR SATISFACTION

Classifying Needs: 1 Maslow’s Hierarchy of Needs

Need Home Job

Self Actualization Education, religion, Training, advancement,
hobbies, personal growth, creativity
growth
Esteem Approval of family, Recognition, high status,
friends, community responsibilities
Belongingness Family, friends, clubs Teams, departments, co-
workers, clients,
supervisors,
subordinates
Safety Freedom from war, Work safety, job
poison, violence security, health
insurance
Physiological Food, water, sex Heat, air, base salary
Classifying Needs: 1 Maslow’s Hierarchy of Needs

Do all physiological needs including sex have to be

satisfied before higher needs?
Classifying Needs: 2 Alderfer’s ERG Theory

Self-development
Basic Material Interpersonal
and Personal
Needs Relationship
Growth

Existence Relatedness Growth

Needs Needs Needs

Satisfaction Progression

Regression Frustration
Classifying Needs: 3 McClellands Acquired Needs Theory

Some needs are acquired as a result of life experiences. This theory

states that human behavior is affected by three needs - Need for
Power, Achievement and Affiliation.
 Need for achievement. The urge to excel, to accomplish in relation to a
set of standards, to struggle to achieve success.
 Need for power. The desire to have control over others and to be
influential.
 Need for affiliations. A need for open and sociable interpersonal
relationships. In other words, it is a desire for relationship based on co-
operation and mutual understanding.
Classifying Needs: 3 McClellands Acquired Needs Theory
Achievement Power Affiliations
 Highly motivated by competing  Have a strong urge to be  Have an urge for a friendly
and challenging work. influential and and supportive
 They look for promotional controlling. environment.
opportunities in job.  They want that their  Effective performers in a
 They have a strong urge for views and ideas should team.
feedback on their achievement dominate and thus, they  These people want to be
 Such individuals try to get want to lead liked by others.
satisfaction in performing  Such individuals are  The manager’s ability to
things better. motivated by the need make decisions is hampered
 They assume responsibility for for reputation and self- if they have a high affiliation
solving the problems at work. esteem. need as they prefer to be
 McClelland called such  Individuals with greater accepted and liked by
individuals as gamblers as they power and authority will others, and this weakens
set challenging targets for perform better than their objectivity.
themselves and they take those possessing less  Prefer working in an
deliberate risk to achieve those power. Generally, environment providing
set targets. managers with high greater personal interaction.
 Such individuals look for need for power turn out  Such people have a need to
innovative ways of performing to be more efficient and be on the good books of all.
job. successful managers.  They generally cannot be
 They perceive achievement of  They are more good leaders.
goals as a reward, and value it determined and loyal to
more than a financial reward. the organization they
work for.
Classifying Needs: 4 Herzberg’s Two-Factor Theory

According to Herzberg, there are some job factors that result in satisfaction
while there are other job factors that prevent dissatisfaction. According to
Herzberg, the opposite of Satisfaction is No satisfaction and the opposite of
Dissatisfaction is No Dissatisfaction.

 Motivator Factors – Factors that directly motivate people to work harder

i.e. giving responsibility, recognition for good work, opportunities for
promotion
 Hygiene (Maintenance) Factors – Factors that can de-motivate if not
present but do not actually motivate employees to work harder i.e. pay,
working conditions, job security
Classifying Needs: 4 Herzberg’s Two-Factor Theory
Classifying Needs: 5 McGregor’s Theory of X and Y

This theory suggests two aspects of human behavior at work, or in other

words, two different views of individuals (employees): one of which is
negative, called as Theory X and the other is positive, so called as Theory
Y.
Classifying Needs: 5 McGregor’s Theory of X and Y

According to McGregor, the perception of managers on the nature of individuals is based

on various assumptions.
Assumption X Assumption Y

 An average employee intrinsically  Employees can perceive their job as relaxing and
does not like work and tries to normal. They exercise their physical and mental efforts
escape it whenever possible. in an inherent manner in their jobs.
 Since the employee does not want  Employees may not require only threat, external
to work, he must be persuaded, control and coercion to work, but they can use self-
compelled, or warned with direction and self-control if they are dedicated and
punishment so as to achieve sincere to achieve the organizational objectives.
organizational goals. A close  If the job is rewarding and satisfying, then it will result
supervision is required on part of in employees’ loyalty and commitment to organization.
managers. The managers adopt a  An average employee can learn to admit and
more dictatorial style. recognize the responsibility. In fact, he can even learn
 Many employees rank job security to obtain responsibility.
on top, and they have little or no  The employees have skills and capabilities. Their
aspiration/ ambition. logical capabilities should be fully utilized. In other
 Employees generally dislike words, the creativity, resourcefulness and innovative
responsibilities. potentiality of the employees can be utilized to solve
 Employees resist change. organizational problems.
 An average employee needs
formal direction.
Classifying Needs: 5 McGregor’s Theory of X and Y

Implications:

 Theory X presents a pessimistic view of employees’ nature and behavior at

work, while Theory Y presents an optimistic view of the employees’ nature
and behavior at work.
 Theory X encourages use of tight control and supervision. It implies that
employees are reluctant to organizational changes. Thus, it does not
encourage innovation.
 Theory Y implies that the managers should create and encourage a work
environment which provides opportunities to employees to take initiative
and self-direction.
Classifying Needs: 6 Locke’s Goal Setting Theory

This theory states that goal setting is essentially linked to task performance. It
states that specific and challenging goals along with appropriate feedback
contribute to higher and better task performance.

Direction
Task
Goals Performance
Efforts
Classifying Needs: 6 Locke’s Goal Setting Theory

The important features of goal-setting theory:

 The willingness to work towards attainment of goal is main source of job

motivation.
 Specific and clear goals lead to greater output and better performance.
 Goals should be realistic and challenging. The more challenging the goal,
the greater is the reward generally and the more is the passion for
achieving it.
 Better and appropriate feedback of results directs the employee behavior
and contributes to higher performance than absence of feedback.
 Employees’ participation in goal is not always desirable.
Classifying Needs: 6 Locke’s Goal Setting Theory

Eventualities of Goal Setting Theory:

 Self-efficiency. The individual’s self-confidence and faith that he has

potential of performing the task..
 Goal commitment. Goal setting theory assumes that the individual is
committed to the goal and will not leave the goal. The goal commitment is
dependent on the following factors:
 Goals are made open, known and broadcasted.
 Goals should be set-self by individual rather than designated.
 Individual’s set goals should be consistent with the organizational goals
and vision.
Classifying Needs: 7 Skinner’s Reinforcement Theory

It states that individual’s behavior is a function of its consequences. It is

based on law of effect i.e. individual’s behavior with positive consequences
tends to be repeated, but individual’s behavior with negative consequences
tends not to be repeated.

This theory focuses totally on what happens to an individual when he takes

some action. Thus, according to Skinner, the external environment of the
organization must be designed effectively and positively so as to motivate the
employee.
Classifying Needs: 7 Skinner’s Reinforcement Theory

The managers use the following methods for controlling the

behavior of the employees:
 Positive Reinforcement. This implies giving a positive response when an
individual shows positive and required behavior i.e. Immediately praising an
employee for coming early for job. This will increase probability of outstanding
behavior occurring again; reward.
 Negative Reinforcement. This implies rewarding an employee by removing
negative / undesirable consequences.
 Punishment. It implies removing positive consequences so as to lower the
probability of repeating undesirable behavior in future i.e. Suspending an employee
for breaking the organizational rules.
 Extinction. It implies absence of reinforcements. In other words, extinction implies
lowering the probability of undesired behavior by removing reward for that kind of
behavior i.e. if an employee no longer receives praise and admiration for his good
work, he may feel that his behavior is generating no fruitful consequence.
Classifying Needs: 8 Adam & Associates’ Equity Theory

As per this motivation theory, an individual’s motivation level is correlated to

his perception of equity, fairness and justice practiced by the management.
Higher is individual’s perception of fairness, greater is the motivation level and
vice versa.

While evaluating fairness, employee compares the job input (in terms of
contribution) to outcome (in terms of compensation) and also compares the
same with that of another peer of equal cadre/category.

Ratio Comparison Perception

O/I a < O/I b Under-rewarded (Equity Tension)
O/I a = O/I b Equity
O/I a > O/I b Over-rewarded (Equity Tension)
Classifying Needs: 8 Adam & Associates’ Equity Theory

Referents Moderating Variables Choices

The four comparisons an  The gender, salary, The employees who perceive
employee can make: education and the inequity and are under negative
 Self-inside. An employee’s experience level are tension can make the following
experience in a different moderating variables. choices:
position inside his present Individuals with
organization. greater and higher  Change in input i.e. don’t
 Self-outside. An employee’s education are more overexert
experience in a situation informed. Thus, they  Change their outcome i.e.
outside the present are likely to compare produce quantity output and
organization. themselves with the increasing earning by sacrificing
 Other-inside. Another outsiders. quality when piece rate incentive
employee or group of system exist)
employees inside the  Choose a different referent
employee’s present  Quit the job
organization.  Change self perception i.e. I
 Other-outside. Another know that I’ve performed better
employee or employees and harder than everyone else.)
outside the employee’s  Change perception of others i.e.
present organization. Juan’s job is not as desirable as I
earlier thought it was.
Classifying Needs: 9 Vroom’s Expectancy Theory

Vroom stresses and focuses on outcomes, and not on needs unlike Maslow
and Herzberg.

The theory states that the intensity of a tendency to perform in a particular

manner is dependent on the intensity of an expectation that the performance
will be followed by a definite outcome and on the appeal of the outcome to
the individual.
Classifying Needs: 9 Vroom’s Expectancy Theory

Valence Expectancy Instrumentality

(Outcome how much an (Likelihood that the effort (Belief that the performance
Individual wants a reward) wiil lead to expected will lead to reward)
performance Performance)
 The significance associated  The faith that better efforts  The faith that if you perform
by an individual about the will result in better well, then a valid outcome
expected outcome. performance. will be there.
 It is an expected and not  Influenced by factors such  Affected by factors such as
the actual satisfaction that as possession of believe in the people who
an employee expects to appropriate skills for decide who receives what
receive after achieving the performing the job, outcome, the simplicity of
goals. availability of right the process deciding who
resources, availability of gets what outcome, and
crucial information and clarity of relationship
getting the required between performance and
support for completing the outcomes.
job
Classifying Needs: 9 Vroom’s Expectancy Theory

The expectancy theory concentrates on the following three

relationships:

 Effort-performance relationship: What is the likelihood that the

individual’s effort be recognized in his performance appraisal?
 Performance-reward relationship: It talks about the extent to which
the employee believes that getting a good performance appraisal leads to
organizational rewards.
 Rewards-personal goals relationship: It is all about the attractiveness
or appeal of the potential reward to the individual.
Classifying Needs: 9 Vroom’s Expectancy Theory

Implications of the Expectancy Theory:

 The managers can correlate the preferred outcomes to the aimed

performance levels.
 The managers must ensure that the employees can achieve the aimed
performance levels.
 The deserving employees must be rewarded for their exceptional
performance.
 The reward system must be fair and just in an organization.
 Organizations must design interesting, dynamic and challenging jobs.
 The employee’s motivation level should be continually assessed through
various techniques such as questionnaire, personal interviews, etc.
Thank You . . .
Quiz Test II: True or False

1. Motivation will help in self-development of

individual
2. Motivation will lead to an optimistic and
challenging attitude at work place
3. One importance of motivation is to put
human resource into action
4. Job security is one of safety needs
5. It is through motivation that the human
resources can be utilized by making full use
of it
6. Morale is an individual concept while
motivation is a group concept
7. Things tied to morale are tied to the
performance of the individual
8. It is the employer who should work to make
work fun for each other in the organization
9. Motivation cause behavior-directed goal
10. One of the most important functions of
management is to create willingness
amongst the employees to fulfill their own
desires.