Motivational Concepts,

Motivation form concepts to applications

Lecture 5, Dr. Amgad Bahaa EL Din,

Saturday, 07th October 2023 DBA, PCT, MBTI
 Syllabus and assessment.
Lecture Topics Date Topic
1 What Is Organizational Behavior? (23 rd Sept. 2023) Part 1
Introduction
2 Diversity in Organizations (23rd Sept t. 2023)

3 Attitudes and Job Satisfaction (30th Sept. 2023)

Part 2
4 Personality and Values (30th Sept. 2023)
Ind. Behavior
5 Motivational Concepts, form concepts to applications (07 th Oct. 2023)
 Learning objectives

• Describe the three key elements of motivation.

• Compare the different theories of motivation.
• Identify the implications of motivation for managers.
 Motivation
The word is derived from the Latin term motivus (“a moving cause”), which
suggests the activating properties of the processes involved in psychological
motivation.
 Motivation
The processes that account for an individual’s intensity, direction, and persistence
of effort toward attaining organizational goals.
Motivation = Intensity X Direction X Persistence
 Motivation
Intensity : How hard a person tries. This is the element most of us focus on
when we talk about motivation.
High intensity is unlikely to lead to favorable job-performance outcomes unless
the effort is channeled in a direction that benefits the organization.
Persistence dimension: This measures how long a person can maintain effort.
Motivated individuals stay with a task long enough to achieve their goals
 Motivation
It may be positive or negative motivation
 Self-actualization. Drive to become
what we are capable of becoming;
includes growth, achieving our potential,
and self-fulfillment

Esteem: Internal factors: self-respect, autonomy, and

achievement.
External factors: status, recognition, and attention.
Social-belongingness: Affection, belongingness, acceptance, and
friendship.
Safety-security: protection from physical and emotional harm.
Physiological Needs: hunger, thirst, shelter, and other bodily needs
 1)- Hierarchy of needs theory
Each need becomes substantially satisfied, the next one becomes dominant.
If you want to motivate someone, you need to understand what level of the
hierarchy that person is currently on and focus on satisfying needs at or above
that level.
Maslow’s theory has received long-standing wide recognition, particularly among
practicing managers
 2)- Two-Factors (motivation-hygiene theory)
Traditional view
Dissatisfied satisfied

Herzberg’s view
A)- Hygiene factors
Dissatisfied No dissatisfied

B)- Motivators
No dissatisfied Satisfied and Motivated
 2)- Two-Factors (motivation-hygiene theory)

Hygienic F. Motivators

Dissatisfied Pay Not Responsivities Satisfied

Dissatisfied and
Job security Recognition
but not motivated
motivated
Title Empowerment

Coworkers Promotional
Opportunities
Policies Personal growth

Supervision Achievements
 3)- McClelland’s theory of needs
Need for power (nPow):
The need to make others behave in a way
they would not have otherwise

Need for achievement (nAch):

The drive to excel, to achieve in
relationship to a set of standards
Need for affiliation (nAff):
The desire for friendly and close
interpersonal relationships.
4)-Expectancy theory (Victor Vroom’s)
4)-Expectancy theory (Victor Vroom’s)
 4)- Expectancy theory (Victor Vroom’s)

Individual effort Effort–performance relationship Individual performance

Performance,
reward
relationship

Personal goals Rewards–personal goals relationship Organizational rewards

 4)- Expectancy theory (Victor Vroom’s)
1)- Effort–performance relationship:
The probability perceived by the individual that exerting a given amount of
effort will lead to performance.

2)-Performance–reward relationship:
The degree to which the individual believes performing at a particular level will
lead to the attainment of a desired outcome.

3)-Rewards–personal goals relationship:

The degree to which organizational rewards satisfy an individual’s personal goals
or needs and the attractiveness of those potential rewards for the individual.
 5)- Motivating by Job Design:
The Job characteristics Model (JCM)
Any job can be described by five core job characteristics (dimensions):
1)- Skills variety.
2)-Tasks identity.
3)-Tasks significance.
4)-Autonomy.
5)-Feedback.
 5)- Motivating by Job Design:
The Job characteristics Model (JCM)
Any job can be described by five core job characteristics (dimensions):
1)- Skills variety: The degree to which a job requires a variety of different
activities.
2)-Tasks identity: The degree to which a job requires completion of a whole and
identifiable piece of work.
3)-Tasks significance: The degree to which a job has a substantial impact on
the lives or work of other people.
 5)- Motivating by Job Design:
The Job characteristics Model (JCM)
4)-Autonomy:
The degree to which a job provides substantial freedom and discretion to the
individual in scheduling the work and in determining the procedures to be used
in carrying it out.

5)-Feedback:
The degree to which carrying out the work activities required by a job results in
the individual obtaining direct and clear information about the effectiveness of
his or her performance.
Core Job characteristic State Work outcomes

High internal
Skill variety
work motivation
Meaningfulness of the
Task identity work High work
satisfaction
Task significance
Low
Responsibility for the absenteeism
Autonomy. outcome of work and turnover
Knowledge of the
Feedback actual results of work High work
activities performance
 6)- Motivating by Job Redesign.
Redesigning jobs has important practical implications, reduced turnover
and increased job satisfaction among them.
 Motivating by Job Rotation.
The periodic shifting of an employee from one task to another
 Motivating by Alternative Work Arrangements.
1)- Flextime
 Motivating by Alternative Work Arrangements.
2)- Job sharing:
An arrangement that allows two or more individuals to split a traditional 40-hour-
a-week job
 Motivating by Alternative Work Arrangements.
3)- Telecommuting:
Working from home at least 2 days a week on a computer that is linked to the
employer’s office.
 7)- Equity theory/Organizational Justice
Employee compare between Input and outcomes = equity (fairness) or inequity.

Input “ effort + experience + education+ time+ courses+ …..”=

Outcomes “ pay + promotion + recognition + benefits + incentives + title + bigger
office + ……”

What will the employee do in case of inequity

(Input is much than outcome)?
 7)- Equity theory/Organizational Justice
1. Change inputs (exert less effort if underpaid).
 7)- Equity theory/Organizational Justice
2)- Change outcome (individuals paid on a piece-rate basis can increase
their pay by producing a higher quantity of units of lower quality).
 7)- Equity theory/Organizational Justice
3)- Distort perceptions of self
 7)- Equity theory/Organizational Justice
4). Distort perceptions of others
 7)- Equity theory/Organizational Justice
5). Choose a different referent (“I may not make as much as my Coworker, but
I’m doing a lot better than my Dad did when he was my age”).
 7)- Equity theory/Organizational Justice
6).Leave the job or the field (quit the job).
 7)- Equity theory/Organizational Justice
An overall perception of what is fair in the workplace, composed of
distributive, procedural, informational, and interpersonal justice.
 Informational Justice
managers provide
employees with
Distributive Justice
explanations
perceived fairness of outcome.
for key decisions and
I got the pay raise I deserved.
keep them informed of
important organizational
matters.

Procedural Justice Interpersonal Justice

perceived fairness of process reflects whether
used to determine outcome employees are treated
I had input into the process with dignity and respect
used to give raises and was given a from manager and
good explanation of why I received others.
the raise I did.
 Justice outcomes
1)- Higher levels of task performance.
2)- Citizenship behaviors such as:
a)- Helping coworkers.
b)- Lower levels of counterproductive behaviors such as shirking job
duties.
3)- Physical outcome: how well employees sleep and the state of
their health
 Organizational Justice
Distributive Justice
strongly
associated Task performance
Procedural Justice

Informational Justice strongly

associated Citizenship behavior
Interpersonal Justice
 8)- Theory X and Theory Y motivational
theories.
Created by Douglas McGregor and developed in 1960
Theory X explains the importance of heightened supervision on penalties.

Theory Y highlights the motivating role of job satisfaction and encourages workers to approach
tasks without direct supervision
 Mid- term exam
PPT is the only accepted format(not PDF or word,……..)
Group of 3 members (group: 1, 2, 3, 4,5), one group will be 4.
Each group will summary one lecture which have the same number of the group
Every member should be present his\ her part.
Group will take 30 Minutes.
All will attend the all presentations of all group.
No maximum or minimum number of slides.