Organizational Behavior Human Behavior at Work

Thirteenth Edition

John Newstrom Organizational Behavior 13th edition mcc 2011 Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
 Introduction

 Motivation…
• Takes place within a
culture and social system

• Role

• Status

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John Newstrom Organizational Behavior 13th edition mcc 2011
 A Model of Motivation
Potential Performance = Ability × Motivation (willingness)

Environment Opportunity

Needs &
Tension Effort Performance Rewards
Drives

Goals &
Ability
incentives

Need satisfaction

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Psychological Contract

John Newstrom Organizational Behavior 13th edition mcc 2011

 Psychological Contract

“What I give and what I expect to get”

Discuss:
What is the psychological contract between
 Students and teachers?
 Husbands and wives?
 Leaders and team members?

What happens if you don’t discuss and agree the

psychological contract at the beginning of your
relationship?

John Newstrom Organizational Behavior 13th edition mcc 2011

Motivation - forces that cause a person to act in certain ways

direction
level of
and focus of persistence
effort
behavior
positive - a
person is
continual high
dependable, high
effort
creative,
helpful, timely

Negative –late,
absent, does just gives up, works
withdraws, low enough sometimes
performanc

John Newstrom Organizational Behavior 13th edition mcc 2011

 Motivation Forces

Discuss, giving examples and evidence to prove

your points, for each person in the group:

 What is your direction and focus of behavior?

 What is your level of effort?

 What is your level of persistence?

John Newstrom Organizational Behavior 13th edition mcc 2011

 McClelland - Motivational Drives

Achievement
Affiliation
Power
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John Newstrom Organizational Behavior 13th edition mcc 2011
 Achievement Motivation

 Achievers work hard when

• They will receive personal credit for effort
• The risk of failure is only moderate
• They receive feedback about past performance
 Characteristics of Achievers
• Take responsibility for actions and results
• Control their destiny
• Seek regular feedback
• Enjoy winning
• Select assistants who are technically capable
• Have little regard for personal feelings
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John Newstrom Organizational Behavior 13th edition mcc 2011
 Affiliation Motivation

 People with affiliation motives

• Work better when complimented for favorable
attitudes and cooperation

• Surround themselves with likable people

• Have trouble assigning challenging tasks,

directing activities, monitoring effectiveness

• May have trouble getting things done

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Power Motivation

 A drive to influence people, take control, and

change situations

• Positive or negative

• organization or personal

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Managers can Apply the Drives

•Observe employee
behavior to determine how
employees respond
•Identify strongest
motivational drive

John Newstrom Organizational Behavior 13th edition mcc 2011

 Human Needs

 Basic Physical Needs

• Includes food, water, sleep, air
• Universal
• May vary in strength
 Secondary Needs
• Develop as people mature
• Includes self-esteem, sense of duty,
competitiveness, affection, self-assertion
• Nearly any management action will affect
secondary needs

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Human Needs

 Key conclusions about secondary needs:

• Strongly conditioned by experience
• Vary in type and intensity
• Subject to change across time
• Work in combination and influence each other
• Often hidden from conscious recognition
• Vague feelings, not specific physical needs
• Influence behavior in powerful ways

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Maslow’s Hierarchy of Needs

Self-Actualization
Esteem and Status
Belonging and Social
Safety and Security
Physiological

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Maslow’s Hierarchy of Needs

 Today’s managers must…

• Identify and accept employee needs
• Recognize that needs differ among employees
• Offer satisfaction for currently unmet needs
• Realize that giving more of the same reward
may have diminishing impact on motivation

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Herzberg’s Two-Factor Model

 Motivational Factors
• Work itself, achievement, possibility of growth
• Advancement, recognition
 Maintenance Factors
• Working conditions, pay
• Status
• Relations with supervisors, peers, subordinates
• Quality of supervision
• Company policy and administration
• Job security
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John Newstrom Organizational Behavior 13th edition mcc 2011
 Herzberg’s Two-Factor Model
 Effects of Maintenance and Motivational Factors

High negative High positive

feelings Neutral feelings

(Absence) Maintenance factors (Presence)

(Absence) Motivational factors (Presence)

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Behavior modification - Law of Effect

 A person repeats behavior that has positive

results
• Stops behaviors that have negative results

 Conditions
• Consequences must make sense
• Person must see connection between behavior
and consequences

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Four Consequences of OB Mod

Positive
Application Punishment
reinforcement

Manager’s use

Negative
Withdrawal Extinction
reinforcement

Negative Positive
Nature of consequence
John Newstrom Organizational Behavior 13th edition mcc 2011 5-20
 VROOM - The Expectancy Model

Valence × Expectancy × Instrumentality =

Motivation

 Valence = reward preference

from “I don’t care about the reward” to “I prefer to
have the reward”
 Expectancy = belief that effort will complete task
from” I can’t do it” to “I can do it perfectly”
 Instrumentality = reward probability
from ”I get the reward if I give excellent performance”
to “There is no relation between reward and
performance”
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John Newstrom Organizational Behavior 13th edition mcc 2011
 Valence, Expectancy, Instrumentality

Strong Strong
Indifference preference
avoidance
Valence
-1 0 +1

Low probability High probability

Expectancy 0 +1

Low probability High probability

Instrumentality
0 +1

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Motivation

 Uncertainty
• Strengthens the value of the
reward

• Strengthens the connections

between effort and performance
and performance and reward

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Vroom’s Expectancy Theory

Discuss your group beliefs about the assessment

strategy in this course

 Online quizzes –
– Expectancy
– Instrumentality
– Valence
 Project
– Expectancy
– Instrumentality
– Valence

John Newstrom Organizational Behavior 13th edition mcc 2011

 The Equity Model

 Content and process theories of motivation look

at the individual person

 Equity model compares their rewards (outcomes)

with their effort (inputs)

 People…
• Observe one another
• Judge one another
• Make comparisons
 Rewards Must seem to be “Fair”
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John Newstrom Organizational Behavior 13th edition mcc 2011
 Equity Model

Person's Person's
Inputs Outcomes

effort rewards

job difficulty
fun at work

education pay

John Newstrom Organizational Behavior 13th edition mcc 2011

 The Equity Model Applied

 People
• Have different perceptions
• Work within several social systems
• May have multiple reference groups
• Have shifting standards
• Have an upward orientation
• Have personal egos
• Are subject to equity sensitivity
• Need to see equal process

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Equity Theory

Discuss your group beliefs about the

equity model
 What do you put into the
Project, the course

 What do you get out of the

Project, the course

 Is it equitable? Explain?

John Newstrom Organizational Behavior 13th edition mcc 2011

 Motivational Models

 All have strengths and weaknesses

 All add to understanding of
motivational process
 New models mainly cognitive
 Must be adapted to the situation
 Blending of many models is useful

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John Newstrom Organizational Behavior 13th edition mcc 2011
 Social Values and work ethic
work ethic • work is important and a goal in life

leisure ethic • “me first”

connectness • I need relationships

• a belief that people should receive benefits

entitlement without having to work
• "I am Emirati so I should get ............"
• "the government will do it for me"

• being in the right place at the right time leads to

luck instant wealth

John Newstrom Organizational Behavior 13th edition mcc 2011

 Job satisfaction

Attitude:

Feelings and beliefs that affect

 how people see their environment

 how people commit to action

 how people decide to behave

Job satisfaction:
 feelings and emotions with which people view work
or studies
John Newstrom Organizational Behavior 13th edition mcc 2011