FUNDAMENTALS OF

ORGANIZATIONAL BEHAVIOUR
Organizational Behaviour

 . . . a field of study that investigates how

individuals, groups and structure affect and are
affected by behaviour within organizations, for the
purpose of applying such knowledge toward
improving an organization’s effectiveness.
Why Do We Study OB?
 To learn about yourself and others
 To understand how the many organizations you encounter
work.
 To become familiar with team work
 To help you think about the people issues faced by managers
and entrepreneurs
Challenges Facing the Workplace
Organizational Level

• Productivity
• Developing effective employees
• Global competition
• Managing in the global village

Group Level

• Working with others

• Workforce diversity Workplace

Individual Level

• Job satisfaction
• Empowerment
• Behaving ethically
Motivation

Any influence that triggers, directs or maintains

behavior
Research is based upon different variables that
affect motivation
 Individual Differences
 Organizational Contexts
 Manager Behaviors
 Process Theories
Content Versus Process Motivation Theories

Content theories
 explain why people have different needs at different
times

· Process theories
· describe the processes through which needs are
translated into behavior
Content Theories of Motivation
Maslow’s Alderfer’s Herzberg’s McClelland’s
Need Hierarchy ERG Theory Theory Learned Needs

Self- Need for

Actualization Achievement
Growth Motivators
Need for
Esteem
Power

Need for
Belongingness Relatedness
Affiliation

Safety Hygienes
Existence
Physiological
Maslow’s Hierarchy

Each individual has needs, or feelings of

deficiency that drive their behavior
Once a need is satisfied, then it is no longer
motivating
Needs are in a hierarchy that an individual moves
up as they satisfy levels of needs
 14.3

Maslow’s Hierarchy

Self-
Actualization

Esteem

Affiliation

Security

Physiological

Adapted from Figure

14.2
Levels of Needs

Physiological/Survival needs
 Food, Clothing, Shelter, Air
Security
 Feel safe, absence of pain, threat, or illness
Affiliation
 friendship, company, love, belonging
 first clear step up from physical needs
Need levels (cont.)

Esteem Needs
 self-respect, achievement, recognition, prestige
 cues a persons worth
Self-Actualization
 personal growth, self-fulfillment, realization of full
potential
 Where are YOU on the hierarchy???
McClelland’s Learned Needs

Needs are acquired through interaction with

environment
Not a higherarchy, but degrees of each type of
need or motive
Types of Needs

N Ach-motive to meet some standard of

excellence or to compete
N Aff-motive to develop and maintain close and
meaningful relationships
N Pow-desire to influence and control others and
the environment
Herzberg’s Two Factor Theory

Some variable prevent job dissatisfaction and

some variables produce motivation
Hygiene factors-basic needs that will prevent
dissatisfaction
 light, temperature, pay, parking
Motivators
 when present cause high levels of motivation
 interesting work, advancement, growth, etc.
 14.6

Herzberg’s Two Factor Theory

High
Motivation

Low Motivation

Low Dissatisfaction

Dissatisfaction
Low High Low High
Hygienes Motivators
Adapted from Figure
14.4
Process Theories

Reinforcement Theory
Expectancy
Equity
Justice Theory
Goal Setting
Reinforcement Theory

Behaviors are functions of consequences that they

produce
If a behavior is followed by a pleasant experience
it will be repeated
In order to change behaviors the consequences
must be changed
Types of Reinforcement

Positive Reinforcement-rewards
Punishment-Application of a negative outcome
Negative Reinforcement-presence of negative
outcomes when behavior is performed
Extinction-absence of reinforcement (removal of
positive reinforcement)
Drawbacks
 14.9

Reinforcement Process
Stimulus
(situation)

Response
(behavior)

Consequences
(rewards and punishments)

Future Behavior

Source: From L. W. Porter and E. E. Lawler III.

Managerial Attitudes and Performance. Homewood, Adapted from Figure
Ill.: Irwin, 1968, p. 165. Used with permission 14.6
Types of Rewards

Extrinsic-external rewards such as money, fringe

benefits, job security
Intrinsic-internal satisfaction outcomes from doing
work
Satisfaction-employee’s attitude about work
situations
Intrinsic motivation and Intrigue??????
Equity Theory

Individuals try to find a balance between their

inputs and outputs relative to a referent other
However, a referent other is not always present
Results of Inequity

Equity-I am being treated fairly

Under-rewarded-will look to increase rewards, or
decrease inputs to match rewards
Over-rewarded-will change referent to match
cognitions or increase inputs
Leaving and distortion
Overreward Versus Underreward
Inequity
Comparison
You
Other
Outcomes
Overreward Outcomes
Inequity
Inputs Inputs

Underreward Outcomes
Inequity Outcomes

Inputs Inputs
Goal Setting Theory

Assignment of specific, moderately difficult goals,

and providing feedback will provide motivation to
work
Employee participation
Receive rewards
Provide competencies for achievement
Effect of Goal Difficulty on
Performance
High

Task Performance
Area of
Optimal
Goal
Difficulty

Low Moderate Challenging Impossible

Goal Difficulty
Expectancy Theory

Combines goal setting and reinforcement theories

Three questions drive motivation
 With effort can I perform?
 With performance, will I be rewarded?
 Do I value the rewards?
Terms

Expectancy-belief that effort will lead to

performance
Instrumentality-performance leads to rewards
(does performance level matter)
Valence-value of rewards
Expectancy Theory of Motivation
E-to-P P-to-O Outcomes
Expectancy Expectancy & Valences

Outcome 1
+ or -

Outcome 2
Effort Performance + or -

Outcome 3
+ or -
Justice Theory

Procedural Justice - fairness issues concerning the

methods, mechanisms, and processes used to
determine outcomes
Distributive Justice - concerns the fairness of
outcomes, includes equity theory
Interactional Justice - concerns the way one is
treated informally during procedures and
distributions
How they interact

Procedural justice and interactional justice can

buffer inequity to some level
Above that threshold, procedural and interactional
justice do not matter
If equity is present, then interactional and
procedural do not matter
Does order of procedural or interactional justice
matter?
Stress Management
 What Is Stress?

 Stress is the body’s automatic response to any

physical or mental demand placed on it.

 Adrenaline is a chemical naturally produced in our

body as a response to stress .

 Fight or Flight response is illicited.

 Is All Stress Bad?
 Moderate levels of stress may actually improve
performance and efficiency

 Too little stress may result in boredom

 Too much stress may cause an unproductive anxiety level

 Identifying Stressors

Situations, activities, and

relationships that cause
‘trauma’ to one’s physical,
emotional, or psychological
self
 Stressors
•School
•Work
•Family
•Relationships
•Legal
•Finances
•Health/illness
•Environment
•Living Situation
 Negative Effects of Stress
1. Physical
- Weight gain/loss
- Unexpected hair loss
- Heart palpitations
- High blood pressure
2. Emotional
- Mood swings
- Anxiety
- Can lead to depression
• Can also lead to unhealthy
coping strategies (i.e. alcohol,
drugs, etc)
 Managing Stress
Stress Relief
Strategies
1. Body relaxation
excercises
- breathing techniques
- guided imagery
2. Physical exercise
-yoga
-work out routine
3. Meditation
4. Counseling
-talk therapy
-life coaching
 Other Helpful tips
 Changing perceptions and expectations
 Break jobs/tasks into manageable parts
 Set reasonable/realistic goals
 Avoid procrastination
 Set boundaries
 Don’t compromise your values/beliefs
 Schedule “me” time
 Avoid caffeine
 Benefits of Stress Management

 Physical health gets better

more energy and stamina
 Emotions stabilized
positive attitude
hopeful/happier
 Ability to focus improved
able to learn and achieve
 Relax
 Our brain fires electrical waves at 14 or
more cycles a second.
 These are beta waves and are great for
getting tasks done, but not for learning new
things.
 Taking a few minutes to relax deeply slows
your brain waves down.
 These slower waves are alpha waves.
 They occur at between 7 and 14 cycles a
second
 Studies show alpha waves improve learning.
Free Apps

You have at your fingertips multiple

resources through your electronic device to
help you deal with stress:
• Complete Relaxation: Guided Meditation for a
Happy, Stress Free Life
• The Mindfulness App
• Calm – Meditate, Sleep, Relax
• OmVana – Meditation for Everyone