BBA Program

Organizational Behavior
Dr. Shahid Mir,
Post Doc. (Fulbright Scholar), PhD, MBA, BE,
Assistant Professor,
Teacher, Researcher, Trainer, Consultant,
Chairman, Procurement Committee,
Ex-Director QEC, Ex. Chairman, Department of Management,
Ex-Testing In-charge, Ex-Students Counselor,
Institute of Business Administration, Karachi
Certified: SECP Board Director, SPPRA, ISO 9000
Master Trainer LUMS/McGill/CIDA, USAID, Sindh PPRA
Chapter 7
Motivation Defined

How many of you really

LOVE TO COME TO IBA EVERYDAY?
Motivation Defined

How many of you really

LOVE TO COME TO IBA EVERYDAY
FOR STUDIES?
Motivation Defined
• Motivation is defined as the processes that account for
an individual’s intensity, direction, and persistence of
effort toward attaining a goal.

• Intrinsic
• Where work itself is the motivation “I love my studies!”

• Extrinsic
• External consequences (material or social rewards,
avoidance of punishment) “I like the pay and status.”
Early Theories of Motivation
(Maslow)
Hierarchy of Needs Theory
1. Physiological. Includes hunger, thirst, shelter, sex, and other
bodily needs.
2. Safety-security. Security and protection from physical and
emotional harm.
3. Social-belongingness. Affection, belongingness, acceptance, and
friendship.
4. Esteem. Internal factors such as self-respect, autonomy, and
achievement, and external factors such as status, recognition,
and attention.
5. Self-actualization. Drive to become what we are capable of
becoming; includes growth, achieving our potential, and self-
fulfillment.
Early Theories of Motivation
(Hertzberg)
Two-Factor Theory: A theory that relates intrinsic factors to
job satisfaction and associates extrinsic factors with
dissatisfaction.
Early Theories of Motivation
McClelland’s Theory of Needs: A theory that states
achievement, power, and affiliation are three important
needs that help explain motivation.
• need for achievement (nAch): The drive to excel, to
achieve in relationship to a set of standards, and to strive
to succeed.
• need for power (nPow): The need to make others behave
in a way in which they would not have behaved otherwise.
• need for affiliation (nAff): The desire for friendly and close
interpersonal relationships.
Contemporary Theories of
Motivation
• Self-determination theory: A theory of motivation that is
concerned with the beneficial effects of intrinsic motivation
and the harmful effects of extrinsic motivation.
• Cognitive evaluation theory: A version of self-
determination theory in which allocating extrinsic rewards
for behavior that had been previously intrinsically
rewarding tends to decrease the overall level of motivation
if the rewards are seen as controlling.
• Self-concordance: The degree to which people’s reasons
for pursuing goals are consistent with their interests and
core values.
Contemporary Theories of
Motivation
• Goal-setting theory: A theory stating that specific and
difficult goals, with feedback, lead to higher performance.
• Three personal factors influence the goals–performance
relationship: goal commitment, task characteristics, and
national culture.
• Self-efficacy theory: An individual’s belief that he or she is
capable of performing a task.
Other Contemporary Theories of
Motivation
Other Contemporary Theories of
Motivation
• Reinforcement theory: A theory suggesting that behavior
is a function of its consequences.
• Operant Conditioning/Behaviorism and Reinforcement
Operant conditioning theory, probably the most relevant
component of reinforcement theory for management,
argues that people learn to behave to get something they
want or to avoid something they don’t want.
Contingencies and Schedules of
Reinforcement
Other Contemporary Theories of
Motivation
• Social-Learning Theory and Reinforcement: Individuals can
learn by being told or by observing other people, or through
direct experience.
1. Attentional processes. People learn from a model only when
they recognize and pay attention to its critical features.
2. Retention processes. A model’s influence depends on how
well the individual remembers the model’s action after the
model is no longer readily available.
3. Motor reproduction processes. After a person has seen a new
behavior by observing the model, watching must be converted
to doing.
4. Reinforcement processes. Individuals are motivated to exhibit
the modeled behavior if positive incentives or rewards are
provided.
Other Contemporary Theories of
Motivation
• Expectancy Theory: Expectancy theory argues that the strength of
our tendency to act a certain way depends on the strength of our
expectation of a given outcome and its attractiveness.
1. Expectancy: the effort–performance relationship. The
probability perceived by the individual that exerting a given
amount of effort will lead to performance.
2. Instrumentality: the 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. Valence: the 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.
 Expectancy Theory of
Motivation
•A
motivation
theory
based on
the idea
that work
effort is
directed
toward
behaviors
that
people
believe will
Organizational Justice
• Treating employees fairly is both morally correct and good
for employee motivation, loyalty, and well-being. Yet
feelings of injustice are regular occurrences in the
workplace.
• Distributive justice refers to perceived fairness in the
outcomes compared to our contributions and the
outcomes and contributions of others.
• Procedural justice refers to fairness of the procedures
used to decide the distribution of resources.
 Organizational Justice: Equity
Theory
• A theory explaining how people develop perceptions of fairness
in the distribution and exchange of resources.
Procedural Justice (Examples)
• One study found that nonwhite nurses who experienced
racism tended to file grievances only after experiencing
disrespectful treatment in their attempt to resolve the
racist situation.
• Another study reported that employees with repetitive
strain injuries were more likely to file workers’
compensation claims after experiencing disrespectful
behavior from management.
• A third study noted that employees have stronger feelings
of injustice when the manager has a reputation of treating
people unfairly most of the time.
Integrating Contemporary
Theories of Motivation