📌 PERSONALITY

UNIT - 2, ORGANIZATION BEHAVIOUR

Introduction:

●​ Personality is the inner psychological characteristics that determine how a person

thinks, feels, and behaves.
●​ It influences a person’s choices, preferences, and reactions in different situations.

Meaning:

●​ Derived from Latin word ‘Persona’ meaning ‘to speak through’.

●​ Refers to individual differences in thinking, feeling, behaving, and interacting with
others.

NATURE OF PERSONALITY
Nature of Personality
→ Unique
→ Individual Differences
→ Learned/Acquired
→ Integration of Traits
→ Social

1️⃣ Unique:

●​ Every individual has a unique combination of traits that makes them different from
others.
●​ Example: Way of laughing, talking, or greeting.

2️⃣ Reflects Individual Differences:

●​ No two people are exactly alike.

●​ People may be similar in one trait but differ in others.
●​ Example: Some are high in sociability, some are low.

3️⃣ Learned or Acquired:

●​ Personality is developed through family, society, and experiences.

●​ People learn traits by observing and interacting with others.

4️⃣ Integration of Various Traits:

●​ Personality is an organized combination of different traits, not just a random

collection.
5️⃣ Social:

●​ Personality develops in social environments.

●​ A well-balanced personality adjusts positively to the surroundings

CHARACTERISTICS OF PERSONALITY
1️⃣ People are different from others and also act differently in different situations.

2️⃣ It includes feelings, thoughts, and visible behaviour.

3️⃣ People act as a complete person, not in parts.

4️⃣ Behaviour remains fairly consistent across situations and time.

5️⃣ Personality has a biological base but is also shaped by the environment.

MAJOR PERSONALITY ATTRIBUTES THAT GOVERN

ORGANIZATIONAL BEHAVIOUR
1️⃣ Locus of Control:

●​ Belief about whether a person controls their own fate.

●​ Internal Locus:
❖​ Person believes "I am the one controlling my life."
❖​ Believes they control their life and outcomes
❖​ Confident, better performer, handles stress well.
●​ External Locus:
❖​ Person believes "My life is controlled by luck, fate, or other people."
❖​ Believes luck, fate, and others control their life

✔️
❖​ Less confident and dependent.
●​ Internal locus is preferred in organizations.

2️⃣ Self-Esteem:

●​ Degree to which a person likes or dislikes themselves.

●​ High self-esteem: Confident, accepts challenges, independent.
●​ Low self-esteem: Seeks approval from others, avoids tough situations.

3️⃣ Self-Monitoring:

●​ Ability to adjust behaviour according to different situations.

●​ High self-monitoring: Adapts quickly, flexible behaviour.
●​ Low self-monitoring: Acts same in all situations.

4️⃣ Risk-Taking:

●​ Willingness to take risks in decisions.

 ●​ High risk-takers: Quick, bold decisions, use less information.
●​ Low risk-takers: Careful, slow, need more details.

5️⃣ Type-A and Type-B Personality:

❖​ Type-A: Competitive, impatient, aggressive, time-conscious, always in a hurry.

❖​ The behaviors of type-A personality are:
❖​ • Always moving, walking rapidly, talking, and eating rapidly.
❖​ • Impatient.
❖​ • Does two things at the same time
❖​ • Cannot cope up with leisure time.
❖​ • Measures success with quantity
❖​ • Aggressive and competitive
❖​ • Always under time pressure
❖​ • High competitiveness.

❖​ Type-B: Calm, relaxed, patient, enjoys work, not pressurised by time.

❖​ The behavior of Type-B personalities is:
❖​ • Not concerned about time
❖​ • Plays for fun not to win.
❖​ • Relaxes without guilt
❖​ • Has no pressing deadlines
❖​ • Can reach higher position and promotion.

6️⃣ Achievement Orientation:

●​ Desire to achieve and perform better.

●​ High achievers: Love challenging tasks with 50-50 chance of success.
●​ Low achievers: Avoid risks, prefer easy tasks.

THE "BIG-FIVE" PERSONALITY TRAITS

The Big-Five Model identifies five major traits that explain differences in human
personality and behaviour in organizations.

E-E-A-C-O → Extroversion, Emotional Stability, Agreeableness, Conscientiousness,

Openness

1️⃣ Extroversion:

●​ It shows a person’s comfort level with social relationships.

●​ Extroverts: Outgoing, talkative, sociable, assertive, energetic.
●​ Introverts: Quiet, reserved, shy, prefer working alone.
 2️⃣ Emotional Stability:

●​ It reflects a person’s ability to handle stress, pressure, and emotional challenges.

●​ High Emotional Stability: Calm, confident, secure, positive under pressure.
●​ Low Emotional Stability (Neuroticism): Anxious, nervous, insecure, easily upset.

3️⃣ Agreeableness:

●​ Describes how well a person can get along with others and cooperate.
●​ Highly Agreeable People: Friendly, helpful, empathetic, caring, cooperative.
●​ Low Agreeableness: Selfish, uncooperative, cold, rude.

4️⃣ Conscientiousness:

●​ It measures a person’s dependability, responsibility, and organization.

●​ Highly Conscientious People: Reliable, disciplined, organized, careful,
hardworking.
●​ Low Conscientiousness: Careless, lazy, irresponsible, disorganized.

5️⃣ Openness to Experience:

●​ Reflects how much a person is open to new ideas, experiences, and creativity.
●​ High Openness: Creative, curious, flexible, open to learning and change.
●​ Low Openness: Traditional, conservative, fixed in their thinking, resists change

📌 Topic 📋 Sub-Headings / Side Points

Meaning & Introduction Definition, Latin word ‘Persona’ meaning

Nature of Personality Unique, Individual Differences, Learned, Integrated Traits, Social

Characteristics of Personality Different reactions, Feelings+Thoughts+Behaviour, Consistency, Biological

+ Environment

Major Personality Attributes in OB Locus of Control, Self-Esteem, Self-Monitoring, Risk-Taking, Type A & B,
Achievement Orientation

Big Five Personality Traits Openness, Conscientiousness, Extroversion, Agreeableness, Neuroticism

(OCEAN) (Emotional Stability)
📖 Meaning:
📌 JOHARI WINDOW
●​ A psychological model developed by Joseph Luft and Harrington Ingham.
●​ It explains how people understand themselves and their relationship with others
in a group.
●​ It helps improve trust, communication, teamwork, and self-awareness.

📌 Objectives:
●​ To help individuals understand themselves better.
●​ To improve mutual understanding and trust in a group.
●​ To receive feedback from others and share information about oneself.

Four Quadrants of Johari Window:

1️⃣ Open Self:

●​ Information known to both self and others.

●​ Includes feelings, behaviour, skills, and attitudes the person openly shares.
●​ Example: You know you’re good at public speaking, and others know it too.

2️⃣ Blind Self:

●​ Known to others but not known to the individual.

●​ Things about a person that others notice but the person isn’t aware of.
●​ Example: Others find you impatient, but you don’t realize it.

3️⃣ Hidden Self:

●​ Known to self but not to others.

●​ Private feelings, ideas, or experiences a person chooses to keep secret.
 ●​ Example: Fear of failure or personal problems not shared with others.

4️⃣ Unknown Self:

●​ Unknown to both self and others

●​ Hidden talents, feelings, or experiences that are buried deep inside.
●​ Example: A hidden leadership skill you’ve never discovered.

📌 Quadrants of Johari Window 📋 Meaning / Example

Open Self Known to Self & Others

Blind Self Known to Others, Not to Self

Hidden Self Known to Self, Not to Others

Unknown Self Unknown to Both

Objectives Self-awareness, Trust, Teamwork, Feedback

 📌 TRANSACTIONAL
ANALYSIS
📖 Meaning:
●​ A psychological technique developed by Eric Berne.
●​ Helps people understand their own behaviour and others' behaviour in
interpersonal relationships.
●​ Useful for improving communication and understanding personality patterns.

Transactional analysis is primarily concerned with following:

1️⃣ Analysis of Self-Awareness:

2️⃣ Analysis of Ego States:

3️⃣ Analysis of Transactions:

4️⃣ Script Analysis:

5️⃣ Games Analysis:

6️⃣ Analysis of Life Positions:

7️⃣ Stroking:

1️⃣ Analysis of Self-Awareness:

●​ Self is the core of personality.

●​ Self-awareness means knowing your own thoughts, feelings, and behaviour.
●​ It includes both conscious and unconscious image of oneself.
●​ Helps in building healthy interpersonal relationships.

2️⃣ Analysis of Ego States:

●​ People behave based on different psychological positions called ego states.

●​ Ego states show how a person thinks, feels, and acts at a particular time.
●​ There are 3 main ego states:
○​ Parent Ego = Behaves like a parent
○​ Adult Ego = Thinks logically
○​ Child Ego = Acts emotionally
i) Parent Ego:

●​ Behaviour learned from parents or elders.

●​ Can be:
○​ Critical Parent: Judging, strict, controlling.
○​ Nurturing Parent: Caring, kind, protective.
●​ Example: Scolding someone for a mistake (Critical), or comforting a sad person
(Nurturing)

ii) Adult Ego:

●​ Shows logical thinking and decision-making.

●​ Gathers facts, analyses them, and responds sensibly.
●​ Controls emotional reactions and behaves practically.
●​ Example: Taking a balanced decision after thinking properly.

iii) Child Ego:

●​ Behaves like a child — emotional, spontaneous, and illogical.

●​ Acts to quickly satisfy needs without thinking of results.
●​ Can be:
○​ Natural Child: Innocent, playful, affectionate.
○​ Adaptive Child: Obeys rules taught by parents.
○​ Rebellious Child: Angry, disobedient, frustrated.
●​ Example: Crying for attention (Natural), politely following rules (Adaptive), or reacting
angrily to restrictions (Rebellious).

3️⃣ Analysis of Transactions (Simple Points)

1)​ A transaction happens when one person sends a message (verbal/nonverbal) and
another person responds.
2)​ It is the basic unit of communication between people.
3)​ Helps identify which ego states (Parent, Adult, Child) are active in an interaction.
a)​ Complementary transactions
b)​ Crossed transactions
c)​ Ulterior transactions

i.Complementary transactions:

Both people are operating from the same ego state. There can be nine
complementary transactions. They are

given below:

•Adult-Adult transactions

•Adult-Parent transactions
•Adult-Child transactions

•Parent-Parent transactions

•Parent-Adult transactions

•Parent-Child transactions

•Child-Parent transactions

•Child-Adult transactions

•Child-Child transactions

2️⃣ Crossed Transaction:

●​ Unexpected response from a different ego state.

●​ Leads to confusion, arguments, or blocked communication.
●​ Example:
○​ Manager (Adult): “Finish this task today.”
○​ Employee (Child): “Why are you always after me?!”

3️⃣ Ulterior Transaction:

●​ Message has two meanings — one open and one hidden.

●​ Can cause misunderstanding or manipulation.
●​ Example:
○​ Manager: “You’ll stay back for extra work today, won’t you?”
○​ (Hidden meaning: Better say yes!)

4️⃣ Script Analysis

●​ Script = Life story written in childhood under parents' influence.
●​ It guides how a person behaves, thinks, and makes decisions in life.
●​ It can make a person feel like a winner or loser.
●​ Example: A child always praised may grow up confident, while one always
scolded may feel weak.

5️⃣ Analysis of Life Positions

●​ It means what people feel about themselves and others.
●​ Four life positions:
 Life Position Simple Meaning

I’m OK, You’re OK I trust myself and others. (Best attitude)

I’m OK, You’re Not OK I think I’m right, others are wrong. (Overconfident)

I’m Not OK, You’re OK I feel others are better than me. (Low confidence)

I’m Not OK, You’re Not I feel bad about myself and others. (Hopeless)
OK

6️⃣ Stroking
●​ Stroking means giving recognition, attention, or care to others.
●​ It is an important part of Transactional Analysis.
●​ People need strokes to feel valued, secure, and emotionally well.
●​ Lack of stroking can harm a person’s mental and physical health.

📌 Types of Strokes:
1️⃣ Positive Stroke:

●​ Makes a person feel good and happy.

●​ Example: Praise, appreciation, smile.

2️⃣ Negative Stroke:

●​ Makes a person feel bad, hurt, or upset.

●​ Example: Insult, scolding, criticism.

3️⃣ Mixed Stroke:

●​ A stroke that has both good and bad in it.

●​ Example: “You did well, but you were very slow.”
●​ ​ Positive = Good feeling​
​ Negative = Bad feeling​
​ Mixed = Both together
 7️⃣ Games Analysis — Simple Points
●​ When people don’t get enough recognition (strokes), they play
psychological games.
●​ These are repeated patterns of unhealthy communication.

📌 Characteristics of Psychological Games:

1️⃣ The transaction happens again and again.​
2️⃣ It seems normal on the outside (socially).​
3️⃣ There’s a hidden (ulterior) meaning inside.

📌 Types of Games: ​

Type Simple Meaning

First-Degree Game Socially acceptable, harmless.

Second-Degree Game More serious, creates bad feelings.

 REVISION TABLE
📌 Sub-Topic
📋 Sub-Points
Meaning By Eric Berne, Technique for behaviour analysis

Areas of Focus Self-Awareness, Ego States, Transactions, Scripts, Life Positions,

Stroking, Games

Ego States Parent (Critical/Nurturing), Adult, Child (Natural/Adaptive/Rebellious)

Types of Transactions Complementary, Crossed, Ulterior

Script Analysis Life story shaped in childhood

Life Positions I’m OK, You’re OK / I’m OK, You’re Not OK / I’m Not OK, You’re OK / I’m
Not OK, You’re Not OK

Types of Strokes Positive, Negative, Mixed

Games Analysis 1st Degree, 2nd Degree, 3rd Degree Games

 NATURE AND DIMENSION
OF ATTITUDES
ATTITUDES — Meaning & Definition
●​ An attitude is a person’s way of thinking, feeling, and behaving towards
people, objects, events, or situations.
●​ It is a mental state that influences behaviour and is developed through
experiences, learning, and interaction with others.

Definition (by Robbins):

"Attitudes are evaluation statements, either favourable or unfavourable, about
objects, people, or events."

Nature of Attitudes
●​ Attitudes are a mix of beliefs, values, emotions, and behaviours.
●​ They exist in everyone’s mind and guide how we behave and react.
●​ A person’s behaviour often reflects their attitude.
●​ Attitudes influence how we judge situations and people.
●​ They help us decide how to act or respond in a situation.

Dimensions of Attitudes
1️⃣ Attitude Strength:

●​ Strong attitudes are firm and directly influence behaviour.

●​ They’re important to a person and based on knowledge and interest.

2️⃣ Attitude Accessibility:

●​ Refers to how quickly an attitude comes to mind.

●​ Highly accessible attitudes are usually stronger.

3️⃣ Attitude Ambivalence:

●​ Happens when a person has both positive and negative feelings about the same
thing
●​ The more equal these are, the higher the ambivalence
Components of Attitudes (ABC Model)
Attitudes have three important components that together explain how a person thinks,
feels, and behaves about something.

1️⃣ Cognitive (Informational) Component

●​ Refers to the beliefs, values, ideas, and knowledge a person holds about an
object, person, or situation.

📌
●​ This information shapes how a person forms their attitude.
●​ Example: A job seeker believes a company offers quick promotions, whether it’s
true or not — this belief affects their attitude towards the job.

2️⃣ Affective (Emotional) Component

●​ Refers to the feelings or emotions a person has towards something.

📌
●​ These can be positive, negative, or neutral.
●​ Example: “I like this job because it has good career growth.”​
(Here, liking the job is the emotional part.)

3️⃣ Behavioural Component

●​ Refers to a person’s intention or actual behaviour towards an object or person.

📌
●​ This is the visible part of attitude and can be directly observed.
●​ Example: Accepting a job offer because it has good growth prospects.

📌 ABC Model of Attitude

●​ The three components together are called the ABC Model:
○​ A = Affective (Feelings)
○​ B = Behavioural (Actions)
○​ C = Cognitive (Beliefs)
📖 Meaning:
📌 Job Satisfaction
●​ It is the positive feeling or attitude a person has towards their job.
●​ Reflects how happy, content, or satisfied an employee is with their work,
environment, and organization.
●​ It influences motivation, performance, and productivity at the workplace.

Factors Influencing Job Satisfaction:

1️⃣ Compensation & Working Conditions

●​ Good salary, benefits, incentives, health facilities.

●​ Comfortable, safe, and healthy workplace boosts satisfaction.

2️⃣ Work-Life Balance

●​ Balance between personal life and job responsibilities.

●​ Policies that allow personal time improve job satisfaction.

3️⃣ Respect & Recognition

●​ Being respected and appreciated at work increases employee motivation.

●​ Awards and recognition for good performance add to satisfaction.

4️⃣ Job Security

●​ Feeling secure about one’s job during market changes or crises.

●​ Higher job security leads to higher satisfaction.

5️⃣ Challenging Work

●​ Monotonous work lowers satisfaction.

●​ Opportunities like job rotation and enrichment maintain interest.

6️⃣ Career Growth Opportunities

●​ Clear paths for promotion and skill development.

●​ Regular opportunities for learning and professional growth improve
satisfaction.
Outcomes of Job Satisfaction
1️⃣ Job Satisfaction and Productivity

●​ Job satisfaction does not directly guarantee higher productivity.

●​ But it positively impacts the overall performance of the organization.
●​ Satisfied employees tend to work better in teams and contribute positively.

2️⃣ Job Satisfaction and Turnover

●​ High job satisfaction reduces employee turnover but does not fully stop it.
●​ Dissatisfied employees leave quickly when they find better options.
●​ Other factors like job tenure, personal commitment, and economic conditions
also affect turnover.

3️⃣ Job Satisfaction and Absenteeism

●​ Inversely related — higher job satisfaction means lower absenteeism.

●​ Dissatisfied employees tend to take more leaves
●​ Importance given to the job and personal factors can also influence absenteeism.

4️⃣ Other Effects of Job Satisfaction

●​ Reduces stress levels and improves mental well-being.

●​ Leads to fewer on-the-job accidents and grievances.
●​ Boosts employee morale, enthusiasm to learn, and willingness to help co-workers
and customers.​
📌 ORGANIZATIONAL COMMITMENT
🔸 Meaning:
●​ It refers to the level of dedication and involvement an employee has toward their
job and organization.
●​ It explains why employees choose to stay with a company rather than leave for
other opportunities.

🔸 Importance of Organizational Commitment:

1️⃣ Increases Employee Productivity

●​ Committed employees believe in the company’s goals, mission, and vision.

●​ They are self-motivated, set higher goals, and show better performance.
●​ Their commitment positively influences team productivity.

2️⃣ Improves Organizational Performance

●​ Committed employees are more cooperative and collaborative.

●​ They actively participate in teamwork, boosting team morale and overall efficiency.

3️⃣ Reduces Absenteeism

●​ Committed employees enjoy their work environment.

●​ They are less likely to take unnecessary leaves and remain actively involved in
their tasks.

4️⃣ Decreases Employee Turnover

●​ When employees strongly connect with the organization’s values and objectives,
they are less likely to quit.
●​ Even during difficult times, committed employees remain loyal and stable in the
organization.

TYPES OF ORGANIZATIONAL COMMITMENT

Employees remain committed to their organization for different reasons. These are
categorized into three main types:

1️⃣ Affective Commitment (Emotional Attachment)

●​ It is the emotional connection an employee feels towards the organization.

●​ Employees enjoy their work and feel personally involved in the company’s progress.
●​ They stay because they want to.
Signs:

●​ Actively participates in meetings.

●​ Motivated to perform well.
●​ Desires to achieve organizational goals.
●​ Shows enthusiasm for the company’s success.

2️⃣ Continuance Commitment (Staying Out of Necessity)

●​ It is based on the awareness of costs involved in leaving the job.

●​ Employees stay because they need to, due to financial reasons, benefits, job
security, or lack of better options.

Example:

●​ Staying for retirement benefits.

●​ Staying for career prospects tied to the current job.

3️⃣ Normative Commitment (Sense of Obligation)

●​ Based on a sense of duty or moral responsibility to stay with the organization.

●​ Employees stay because they feel they ought to.

Reasons:

●​ The company has invested in their training and growth.

●​ They feel leaving would affect the company’s operations.
●​ The organization treats them well and respectfully.
 📌 MOTIVATION — NEED
AND PROCESS
📖 Meaning of Motivation:
●​ Motivation is the process of encouraging people to take action to satisfy their
needs.
●​ It begins when a person feels a need or desire.
●​ This need creates tension which drives the person to act and achieve goals to
reduce the tension.
●​ Motivation influences how a person behaves, works, and achieves targets.

📖 What is a Need?
●​ A need is a feeling of lacking something important.
●​ It creates mental tension which encourages the person to act.
●​ Needs can be:
○​ Basic (physical) – food, water, rest.
○​ Higher-level (psychological) – achievement, respect, belonging.

📌 Motivation Process (5 Simple Steps)

1️⃣ Need or Desire Identification

●​ The process starts when a person feels an unsatisfied need.

●​ Example: Hunger, recognition, promotion.

2️⃣ Goal Setting

●​ The person decides what goal can fulfill the need.

●​ Example: Deciding to work hard for a promotion.

3️⃣ Search for Alternatives

●​ The person thinks about different ways to achieve the goal.

●​ Evaluates the possible outcomes, benefits, and efforts required.

4️⃣ Selection of Action

●​ Chooses the best possible action to satisfy the need.

●​ Depends on preference, situation, experience, and available resources

5️⃣ Execution (Action and Effort)

●​ The person starts working towards the goal.

 ●​ Involves effort, overcoming obstacles, and staying focused

6️⃣ Feedback and Adjustment

●​ The person reviews progress and makes changes if necessary.

●​ Can increase effort or change strategy based on results

7️⃣ Achievement of Goal

●​ The goal is achieved, need is satisfied, tension reduces.

●​ The person feels happy and satisfied

●​ New needs arise, and the cycle continues.

📌 WORK MOTIVATION THEORIES /
APPROACHES
📖 Meaning of Motivation:
●​ Motivation is the internal driving force that stimulates people to take actions to
achieve specific goals.
●​ It explains why people behave in certain ways at work and how managers can
influence that behaviour to improve performance and satisfaction.

📌 CLASSIFICATION OF MOTIVATION THEORIES:

A. Content Theories – Focus on what motivates people​
B. Process Theories – Focus on how motivation occurs

📌 CONTENT THEORIES (What motivates people?)

🔸 A. Maslow’s Hierarchy of Needs Theory
Given by A.H. Maslow, it states that human needs exist in a hierarchical order:

1.​ Physiological needs: Basic survival needs – food, water, shelter, sleep
2.​ Safety needs: Protection, job security, health, safe work environment
3.​ Social needs: Affection, belongingness, friendship, teamwork
4.​ Esteem needs: Recognition, respect, status, achievement
5.​ Self-actualization needs: Personal growth, creativity, fulfilling one’s potential

👉 Once a lower need is satisfied, a higher need takes over as a motivator.

🔸 B. Herzberg’s Two-Factor Theory (Motivation-Hygiene Theory)
Given by Frederick Herzberg after studying employee experiences.

●​ Hygiene Factors (prevent dissatisfaction)​

Company policy, salary, job security, working conditions, interpersonal relations​
Absence causes dissatisfaction but presence doesn't create motivation.
●​ Motivators (promote satisfaction):​
Achievement, recognition, responsibility, meaningful work, growth opportunities​
Presence leads to higher job satisfaction and motivation.

👉 To motivate employees → first remove hygiene problems, then enhance motivators.

 🔸 C. McClelland’s Needs Theory

Proposed by David McClelland, identifies three major needs:

1.​ Need for Achievement (n-Ach): Desire to excel and accomplish challenging tasks
2.​ Need for Affiliation (n-Aff): Desire for good relationships, acceptance, belonging
3.​ Need for Power (n-Pow): Desire to control and influence others

👉 One of these needs dominates a person’s behaviour.

🔸 D. Alderfer’s ERG Theory
Given by Clayton Alderfer as a simplified version of Maslow’s theory:

1.​ Existence Needs: Basic survival and safety needs

2.​ Relatedness Needs: Need for relationships, recognition, belonging
3.​ Growth Needs: Self-development, personal growth, career advancement

👉 More flexible than Maslow — multiple needs can operate at once

📌 Theory 📋 Key Points
Maslow Physiological, Safety, Social, Esteem, Self-Actualization

Herzberg Hygiene Factors, Motivators

McClelland Achievement (n-Ach), Affiliation (n-Aff), Power (n-Pow)

Alderfer (ERG) Existence, Relatedness, Growth

📌 PROCESS THEORIES (How motivation occurs)

🔸 E. Vroom’s Expectancy Theory
Proposed by Victor Vroom, suggests that motivation depends on:

1.​ Effort-Performance relationship (belief that effort leads to good performance)

2.​ Performance-Reward relationship (good performance brings rewards)
3.​ Reward-Personal Goal relationship (rewards should satisfy personal goals)

Motivation = Valance X Expectancy.

👉 Formula: Motivation = Valence × Expectancy × Instrumentality

🔸 F. Goal-Setting Theory
Given by Edwin Locke, states that specific and challenging goals with feedback
improve performance.

Key Points:

●​ Clear, specific, and difficult goals motivate better than vague ones
●​ Feedback enhances motivation
●​ Goals should be realistic and achievable
●​ Self-confidence and goal commitment influence success

👉 Motivated employees enjoy clear targets and recognition.

📌 OTHER THEORIES
🔸 G. McGregor’s Theory X and Theory Y
By Douglas McGregor, describes two contrasting views:

Theory X (Negative view):

●​ Employees dislike work and avoid it

 ●​ Need to be controlled and threatened
●​ Avoid responsibility, prefer security

Theory Y (Positive view):

●​ Work is natural; people can be self-directed

●​ Employees seek responsibility
●​ Capable of creativity and problem-solving

👉 Modern managers prefer Theory Y for motivation and innovation.

🔸 H. Theory Z
Developed by Dr. William Ouchi, focuses on employee participation and loyalty.

Key Features:

●​ Mutual trust between management and employees

●​ Participative management and decision-making
●​ Self-Directed Work Teams (SDWT) — teams work towards goals without
supervision
●​ Goal commitment through shared objectives

👉 Creates a cooperative work culture like Japanese companies.

📌 Theory 📋 Key Points

Vroom’s Expectancy Effort-Performance, Performance-Reward, Reward-Personal
Goals

Goal-Setting (Locke) Specific Goals, Feedback, Realistic, Commitment

McGregor X & Y Theory X: Negative view, Theory Y: Positive view

Theory Z Employee Participation, Loyalty, Trust, SDWTs

📌 Motivation Across Different Cultures
Meaning:​
Motivating employees is already a challenge in a workplace. It becomes even more difficult
when managers work with employees from different cultural backgrounds, values, and
beliefs. It requires additional skills, awareness, and adaptability.

📖 Importance:
●​ Different cultures have different work values, attitudes towards authority,
teamwork, recognition, and feedback.
●​ Motivation strategies must be adapted to fit cultural differences to maintain
productivity and harmony.

📌 Steps for Motivating Across Cultures

1️⃣ Interpret Current Behaviour

●​ Understand why an employee is behaving in a particular way before taking

action.
●​ Misinterpretations are common due to cultural differences.
●​ Example: Speaking a native language at work is not disrespect — it may be an effort
to communicate accurately or quickly.
●​ Correct interpretation avoids conflicts and helps in adopting the right motivational
strategies.

2️⃣ Communicate Expectations Clearly

●​ Many managers assume expectations are obvious, but cultural differences may lead
to misunderstandings.
●​ Clearly explain:
○​ What is expected from employees
○​ Why it matters to the team and organization
●​ Example: In some cultures (e.g., China), employees may hesitate to complain due to
high respect for authority.
●​ Encourage employees to report issues or problems openly so corrective actions
can improve productivity and work conditions.

3️⃣ Emphasize Positive Reinforcement

●​ Recognize and appreciate good performance to motivate employees positively.

●​ Be culturally sensitive in how praise is given — some cultures prefer public
recognition, while others prefer private appreciation.
●​ Reinforce positive behaviours like
○​ Reporting problems honestly
 ○​ Admitting difficulties
○​ Suggesting improvements
●​ Example: Even if a worker brings bad news, appreciate their honesty and
encourage such transparent communication.

📌 Steps 📋 Key Actions

Interpret Current Behaviour Understand cultural context before
acting

Communicate Expectations Clearly explain what and why

Positive Reinforcement Appreciate good performance

appropriately