Organization Behavior: Motivation
اسلاید 1: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 2: Organizational Behavior: MotivationGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 3: Motivation DefinedMotivation: Psychological processes that cause the arousal direction, and persistence of voluntary actions that are goal directed.Key ElementsIntensity: how hard a person triesDirection: toward beneficial goalPersistence: how long a person triesDirectionPersistenceIntensityGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 4: PersistenceIts not that Im so smart, its just that I stay with problems longer. Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 5: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 6: Instinct TheoryInstincts:Inherited tendencies to produce organized and unalterable responses to particular stimuliExamplesFreud: instincts toward sex/aggression (i.e. the id)Evolutionary theory: we are ‘hard-wired’ to reproduce and perpetuate genetic makeuptwo flaws:Circular logicMany so-called instinctual behaviors are learned, shaped, and influenced by those around usGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 7: Drive-Reduction TheoryDriveA motivation that pushes you to reach a goalTension induced by need (Food, water, sex)Goal is to reduce the tension and restore homeostasis-Homeostasis: A tendency to maintain a balanced or constant internal stateFlawDrive-reduction theory can’t explain behavior that increases, rather than reduces, stressGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 8: Content vs. Process Motivation TheoriesContent theoriesexplain why people have different needs at different times.Implications of Content Theories: Match rewards with employee needs Offer employees a choice of rewards people have different needs at different timesLimit use of financial rewards as a source of motivationProcess theoriesdescribe the processes through which needs are translated into behaviorGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 9: The Motivation ProcessUnsatisfiedNeedTensionSearchBehaviorDrivesSatisfiedNeedReductionof TensionGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 10: Maslow’sHierarchyof NeedsSelf- ActualizationEsteemSocialSafetyPhysiologicalGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 11: Needs Hierarchy TheoryMaslow arranged five needs in a hierarchySatisfaction-progression processPeople who experience self-actualization desire more rather than less of this needNeeds Hierarchy TheorySelf-ActualizationEsteemBelongingnessSafetyPhysiologicalGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 12: ERG TheoryAlderfer’s model has three sets of needsAdds frustration-regression process to Maslow’s modelERG TheoryNeeds Hierarchy TheorySelf-ActualizationEsteemBelongingnessSafetyPhysiologicalGrowthRelatednessExistenceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 13: Content Theories of MotivationSelf-ActualizationEsteemBelongingnessSafetyPhysiologicalGrowthRelatednessExistenceMotivator--HygieneTheoryMotivatorsHygienesNeed forAchievementNeed forPowerNeed forAffiliationMcClelland’sLearned NeedsERG TheoryNeeds Hierarchy TheoryGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 14: QuestionnaireWhat’s important to you at work?Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 15: Contrasting Views of Satisfaction and DissatisfactionSatisfactionDissatisfactionTraditional viewSatisfactionNo satisfactionHerzbergs viewNo dissatisfactionDissatisfactionHygiene FactorsMotivatorsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 16: DissatisfactionanddemotivationNot dissatisfiedbutnot motivatedPositivesatisfactionand motivationHygiene FactorsCompany policiesQuality of supervisionRelations with othersPersonal lifeRate of payJob securityWorking conditionsMotivational FactorsAchievementCareer advancementPersonal growthJob interestRecognitionResponsibilityHerzberg’s Two-Factor TheoryGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 17: McClelland and Achievement NeedsCharacteristics of High AchieversModerate Risk TakingNeed for Immediate FeedbackSatisfaction with AccomplishmentsPreoccupation with the TaskGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 18: مجادله در ادبیات بر سر یک خال1- حافظ اگر آن ترک شیرازی بدست آرد دل ما را به خال هندویش بخشم سمرقند بخارا را 2 - صائب تبریزی اگــر آن ترک شـــیرازی بدســت آرد دل مــا را به خـال هندویش بخشم سـر و دست و تن و پا را هر آنکس چیز می بخشد ز مال خویش می بخشد نه چون حافـــظ که می بخشد سمرقند و بخارا را 3- شهریار اگــــــر آن ترک شــــیرازی بدست آرد دل مــا را به خــال هندویش بخشــــــم تمــــام روح اجزا را هـــــــر آنکس چیز می بخشد بسان مرد می بخشد نه چون صائب که می بخشد سر و دست و تن و پا را ســـر و دست و تن و پا را به خاک گــور می بخشند نه بر آن ترک شــــیرازی که برده جمله دلــــها را 4 - محمد عيادزاده اگــــر آن ترک شـیرازی بدست آرد دل ما را خوشا بر حال خوشبختش، بدست آورد دنیا را نه جــان و روح می بخشم نه املاک بخـارا را مگــر بنگاه املاکم؟ چه معنی دارد این کـارا؟ و خــال هندویش دیگــر ندارد ارزشــی اصلاً که با جراحـــی صورت عمل کردند خال ها را نه حافظ داد املاکی، نه صائب دست و پا ها را فقط می خواستند این ها، بگیرند وقت ما ها را.....مجادله در ادبیات بر سر یک خالGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 19: Theory XWorkersDislike WorkAvoid ResponsibilityLittle AmbitionTheory YWorkersEnjoy WorkAccept ResponsibilitySelf-DirectedGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 20: Specific GoalsGoal-SettingTheoryChallengingGoalsGoals andParticipationGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 21: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 22: Goal Setting TheoryGoalsSpecificDifficultAcceptedEffects on PersonDirects attentionEnergisesEncourages persistencyNew strategies developedFeedbackPerformanceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 23: Reinforcement TheoryConsequencesRewardsNo RewardsPunishmentBehaviorGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 24: Cognitive Evaluation TheoryProviding an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation.The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 25: Perceived Ratio ComparisonaEmployee’sAssessmentOutcomes AInputs AOutcomes AInputs AOutcomes AInputs AOutcomes BInputs BOutcomes BInputs BOutcomes BInputs B<=>Inequity (Under-Rewarded)Equity Inequity (Over-Rewarded)a Person A is the employee, and person B is a relevant other or referent.Equity TheoryGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 26: Elements of Equity TheoryOutcome/input ratio inputs -- what employee contributes (e.g. skill)outcomes -- what employees receive (e.g. pay)Comparison otherperson/people we compare ratio withnot easily identifiableEquity evaluationcompare outcome/input ratio with the comparison otherGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 27: Negative and Positive InequityA. An Equitable SituationSelfOther$21 hour = $2 per hour$42 hours = $2 per hourGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 28: Negative and Positive Inequity (cont)$21 hour = $2 per hour$31 hour = $3 per hourB. Negative InequitySelfOtherGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 29: Negative and Positive Inequity (cont)$21 hours = $1 per hourC. Positive Inequity$31 hour = $3 per hourSelfOtherGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 30: Consequences of InequityChange inputsChange outcomesChange perceptionsLeave the fieldAct on the comparison otherChange the comparison otherEquity SensitivityBenevolentsTolerant of being underrewardedEquity SensitivesWant ratio to be equal to the comparison otherEntitledsPrefer receiving proportionately more than othersGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 31: Organizational JusticeDistributive Justice: The perceived fairness of how resources and rewards are distributed.Procedural Justice: The perceived fairness of the process and procedures used to make allocation decisions.Interactional Justice: The perceived fairness of the decision maker’s behavior in the process of decision making.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 32: Expectancy Theory of MotivationE-to-PExpectancyP-to-OExpectancyOutcomes & ValencesIndividual EffortIndividual Performance3. Rewards-personal goals relationship 1. Effort-performance relationship 2. Performance-rewards relationship PersonalGoalsOrganizationalRewards12Outcome 1+ or -Outcome 3+ or -Outcome 2+ or -3Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 33: How Expectancy Theory WorksExpectancyEffort - Performance LinkE=0No matter how much effort you put in, probably not possibleto memorise the text in 24 hoursInstrumentalityPerformance - Rewards LinkI=0Your tutor does not looklike someone who has £1 millionValenceRewards - Personal Goals LinkV=1There are a lot of wonderful things you could do with £1 millionYour tutor offers you £1 million if you memorise the textbook by tomorrow morning.Conclusion: Though you value the reward, you will not be motivated to do this task.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 34: Vroom’s Expectancy Theory ConceptsExpectancy: Belief that effort leads to a specific level of performanceInstrumentality: A performance outcome perception.Valence: The Value of a reward or outcomeGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 35: Managerial Implications of Expectancy TheoryDetermine the outcomes.Identify good performance so appropriate behaviors can be rewarded.Make sure employees can achieve targeted performance levels.Link desired outcomes to targeted levels of performance.Make sure changes in outcomes are large enough to motivate high effort.Monitor the reward system for inequities.Expectancy Theory in Practice:Increasing the E-to-P expectancytraining, selection, resources, clarify roles, provide coaching and feedbackIncreasing the P-to-O expectancyMeasure performance accurately, explain how rewards are based on past performanceIncreasing outcome valencesUse valued rewards, individualize rewards, minimize countervalent outcomesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 36: Organizational Implications of Expectancy TheoryReward people for desired performance, and do not keep pay decisions secret.Design challenging jobs. Tie some rewards to group accomplishments to build teamwork and encourage cooperation.Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and outcomes that lead to high effort and goal attainment.Monitor employee motivation through interviews or anonymous questionnaires.Accommodate individual differences by building flexibility into the motivation program.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 37: GoalsGoal: What an individual is trying to accomplishEncouraging thedevelopment of goal-attainment strategiesor action plansIncreasingone’s persistenceRegulatingone’s effortDirectingone’s attentionGoalsmotivate theindividualby...TaskperformanceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 38: Insights from Goal-Setting ResearchDifficult Goals Lead to Higher Performance - Easy goals produce low effort because the goal is too easy to achieve. - Impossible goals ultimately lead to lower performance because people begin to experience failure.Specific Difficult Goals Lead to Higher Performance for Simple Rather Than Complex Tasks - Goal specificity pertains to the quantifiability of a goal. - Specific difficult goals impair performance on novel, complex tasks when employees do not have clear strategies for solving these types of problems.Feedback Enhances The Effect of Specific, Difficult Goals - Goals and feedback should be used together.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 39: Participative Goals, Assigned Goals, and Self-Set Goals Are Equally Effective - Managers should set goals by using a contingency approach. Different methods work in different situations.Goal Commitment and Monetary Incentives Affect Goal-Setting Outcomes - Difficult goals lead to higher performance when employees are committed to their goals. - Difficult goals lead to lower performance when employees are not committed to their goals. - Goal based incentives can lead to negative outcomes for employees in complex, interdependent jobs requiring cooperation. * Employees may not help each other. * Quality may suffer as employees pursue quantity goals. * Commitment to difficult goals may suffer.Insights from Goal-Setting ResearchGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 40: Guidelines for Writing “SMART” GoalsSpecificMeasurableAttainableResults orientedTime boundGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 41: Effect of Goal Difficulty on PerformanceArea ofOptimalGoalDifficultyHighTask PerformanceLowModerateChallengingImpossibleGoal DifficultyGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 42: OrganizationalObjectivesDivisionalObjectivesDepartmentalObjectivesIndividualObjectivesWhat Is Management by Objectives?Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 43: Key Elements of MBOGoalSpecificityExplicitTime PeriodParticipation inDecision MakingPerformanceFeedbackGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 44: Gholipour A. 2011. Organizational Behavior. University of Tehran. Linking MBO and Goal-Setting TheoryDifficulty of Goals Feedbackon PerformanceSpecificityof GoalsParticipationin Goal Setting
اسلاید 45: Variable Pay PlansPieceRate ProfitSharing Gainsharing BonusPlans Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 46: Skill-Based Pay Plans Promotes Flexibility Facilitates Communication Satisfies Ambitious Workers “Topping Out” Obsolescence of Skills Performance versus SkillsAdvantagesDisadvantagesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 47: Flexible BenefitsFlexible Spending Plans: allow employees to use their tax-free benefit dollars purchase benefits and pay service premiums.Modular Plans: Predesigned benefits packages for specific groups of employees.Core-Plus Plans:a core of essential benefits and a menu-like selection of other benefit options.Employees tailor their benefit program to meet their personal need by picking and choosing from a menu of benefit options.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 48: Hierarchyof NeedsSkill-Based Plans andMotivation TheoriesNeed forAchievementEquity TheoryReinforcementTheoryGholipour A. 2011. Organizational Behavior. University of Tehran.
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