BMGT340 Organizational Behavior - Chapter 7 - Basic Motivation PDF

School of Business Department of Management & International Management BMGT340 – Organizational Behavior Chapter 7 Basic Motivation  Fall 2024-2025 BMGT340- CHAPTER 7 Learning Objectives Objecti...

School of Business Department of Management & International Management BMGT340 – Organizational Behavior Chapter 7 Basic Motivation  Fall 2024-2025 BMGT340- CHAPTER 7 Learning Objectives Objective 7.1: Motivation Objective 7.3: Contemporary theories of motivation  Objective 7.4: Other contemporary theories of motivation 2 BMGT340- CHAPTER 7 Objective7.1 Motivation: The processes that account for an individual’s intensity, direction, and persistence of Motivation effort toward attaining a goal. ❖ Intensity describes how hard a person tries. The same young student who struggles to read a ❖ Effort is channeled in a direction that yields benefits. textbook for more than 20 minutes may devour a Harry Potter book in a day. ❖ Persistence measures how long a person can maintain effort. ❖ The difference is the situation.  Levels of motivation vary both between individuals and within individuals at different times 3 BMGT340- CHAPTER 7  Objective7.3 Contemporary Theories of Motivation Each of the below theories has a reasonable degree of valid supporting documentation. They are called contemporary theories because they represent the latest thinking in explaining employee motivation. ❖ Self-Determination Theory ❖ Goal-Setting Theory 4 BMGT340- CHAPTER 7  Objective7.3 Contemporary Theories of Motivation (cont’d) 1. Self-determination Theory: A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation. This theory proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation. ❖ Cognitive Evaluation Theory ❖ Self-concordance Examples: o A child playing with toys for enjoyment. o Quitting smoking because you value living a longer life with your children.  5 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) ❖ Cognitive Evaluation Theory A complementary theory hypothesizing that extrinsic rewards will reduce intrinsic interest in a task. Examples: If a computer programmer values writing codes because she likes to solve problems; a bonus for writing certain numbers of lines of codes every day could feel coercive. Her intrinsic motivation will suffer and she may or may not increase her number of lines of code per day in response to the extrinsic motivation. 6 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) ❖ Self-concordance The degree to which people’s reasons for pursuing goals are consistent with their interests and core values. Examples: The goal "change my car's oil every 10,000 kilometers" is not necessarily enjoyable for most people; however, an individual may engage in this behavior voluntarily because they identify with the value of "being a good car owner."  7 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) 2. Goal-Setting Theory: A theory that specific and difficult goals, with feedback, lead to higher performance. ❖ Difficulty and Feedback Dimensions ❖ Goal Commitment, Task Characteristics, and National Culture Factors ❖ Individual and Promotion FOCI ❖ Goal-setting Implementation ❖ Goal Setting and Ethics Examples: o Asking an employee to produce 15 more units per day over a period of six weeks. o A manager telling an employee that he expects a 10 percent increase in sales in three months. 8 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) ❖ Difficulty and Feedback Dimensions o Evidence strongly suggests that specific goals increase performance. o Difficult goals, when accepted, produce higher performances than do easy goals. o Feedback leads to higher performance than does  non-feedback. If employees can participate in the setting of their own goals, will they try harder? The evidence is mixed. 9 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) ❖ Goal Commitment, Task Characteristics, and National Culture Factors i. Goal Commitment: Goal-setting theory assumes an individual is committed to the goal and determined not to lower or abandon it.  ii. Task Characteristics: Goals themselves seem to affect performance more strongly when tasks are simple rather than complex, well learned rather than novel, independent rather than interdependent, and on the high end of achievable. iii. National Characteristics: Goals may have different effects in different cultures. In collectivistic and high power-distance cultures, achievable moderate goals can be more motivating than difficult ones. 10 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) ❖ Individual and Promotion FOCI Research has found that people differ in the way they regulate their thoughts and behaviors during goal pursuit.  i. Promotion focus: A self-regulation strategy that involves striving for goals through advancement and accomplishment. ii. Prevention focus: A self-regulation strategy that involves striving for goals by fulfilling duties and obligations. Ideally, it’s probably best to be both promotion and prevention oriented. 11 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) ❖ Goal-setting Implementation Management by objectives (MBO): A program that encompasses specific goals, participatively set, for an explicit time period and including feedback on goal progress. 12 BMGT340- CHAPTER 7 Objective7.3 Contemporary Theories of Motivation (cont’d) ❖ Goal Setting and Ethics The relationship between goal setting and ethics is quite complex. Example: When money is tied to goal attainment, we may focus on getting the money and become willing to compromise ourselves ethically. If instead we are primed with thoughts about how we are spending our time when we are pursuing the goal, we are more likely to act ethically. 13 BMGT340- CHAPTER 7 Objective7.4  Other Contemporary Theories of Motivation Other noteworthy OB theories on motivation: ❖ Self-Efficacy Theory ❖ Reinforcement Theory ❖ Equity Theory/Organizational Justice ❖ Expectancy Theory 14 BMGT340- CHAPTER 7  Objective7.4 Other Contemporary Theories of Motivation (cont’d) 1. Self-Efficacy Theory: (also known as social cognitive theory or social learning theory) An individual’s belief that he or she is capable of performing a task. Goal-setting theory and self-efficacy theory don’t compete; they complement each other. ❖ Increasing Self-efficacy in Yourself ❖ Influencing Self-efficacy in Others  15 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) ❖ Increasing Self-efficacy in Yourself Four ways self-efficacy can be increased: o Enactive mastery. (Gaining relevant experience with the task or job) o Vicarious modeling. (Becoming more confident because you see someone else doing the task) o Verbal persuasion. (Become more confident when someone convinces us we have the skills necessary to be successful) o Arousal. (An energized state so we get “psyched up,” feel up  to the task, and perform better) 16 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) ❖ Influencing Self-efficacy in Others Pygmalion effect: is a form of self-fulfilling prophecy in which believing something can make it true. Example: Teachers were told that their students had very high IQ scores when, in fact, they spanned a range from high to low. Consistent with the Pygmalion effect, the teachers spent more time with the students they thought were smart, gave them more challenging assignments, and expected more of them—all of which led to higher student self-efficacy and better achievement outcomes. 17 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) 2. Reinforcement Theory: A theory that behavior is a function of its consequences. Reinforcement theory ignores the inner state of the individual and concentrates solely on what happens when he or she takes some action.  Goal Setting Theory & Reinforcement Theory are at odds ❖ Operant Conditioning/Behaviorism and Reinforcement ❖ Social-learning Theory and Reinforcement 18 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) ❖ Operant Conditioning/Behaviorism and Reinforcement Operant Conditioning argues that people learn to behave a certain way to either get something they want or to avoid something they don’t want. Unlike reflexive or unlearned behavior, operant behavior is influenced by the reinforcement or lack of reinforcement brought about by consequences. Behaviorism: A theory that behavior follows stimuli in a relatively unthinking manner. 19 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) ❖ Social-learning Theory and Reinforcement The view that we can learn through both observation and direct experience is called Social-learning Theory. Although social-learning theory is an extension of operant conditioning—that is, it assumes behavior is a function of consequences—it also acknowledges the effects of observational learning and perception. People respond to the way they perceive and define consequences, not to the objective consequences themselves. 20 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) 3. Equity Theory/Organizational Justice: Equity Theory: A theory that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Based on equity theory, employees who perceive inequity will make one of six choices: i. Change inputs ii. Change outcomes iii. Distort perceptions of self iv. Distort perceptions of others v. Choose a different referent vi. Leave the field 21 BMGT340- CHAPTER 7  Objective7.4 Other Contemporary Theories of Motivation (cont’d) 3. Equity Theory/Organizational Justice: Organizational justice: An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.  22 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) 3. Equity Theory/Organizational Justice: ❖ Distributive Justice ❖ Procedural Justice ❖ Informational Justice ❖ Interpersonal Justice  ❖ Justice Outcomes ❖ Ensuring Justice ❖ Culture and Justice 23 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) ❖ Distributive Justice It is the perceived fairness of the amount and allocation of rewards among individuals. ❖ Procedural Justice It is perceived as the fairness of the process used to determine the distribution of rewards. How outcomes are allocated? 24 BMGT340- CHAPTER 7 What outcomes are allocated? Objective7.4  Other Contemporary Theories of Motivation (cont’d) ❖ Informational Justice The degree to which employees are provided truthful explanations for decisions. Example “I know this is bad, and I wanted to give you the office, but it wasn’t my decision” ❖ Interpersonal Justice The degree to which employees are treated with dignity and respect. Example “I understand that there is traffic, but please try not to be late next time” 25 BMGT340- CHAPTER 7  Objective7.4 Other Contemporary Theories of Motivation (cont’d) ❖ Justice Outcomes When employees feel fairly treated, they respond in a number of positive ways. Distributive and procedural justice are more strongly associated with task performance, while informational and interpersonal justice are more strongly associated with citizenship behavior. ❖ Ensuring Justice How can an organization affect the justice perceptions and rule adherence of its managers? This depends upon the motivation of each manager. ❖ Culture and Justice Workers around the world prefer rewards based on performance and skills over rewards based on seniority. However, inputs and outcomes are valued differently in various cultures.  26 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) 4. Expectancy Theory: A theory that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. The theory focuses on three relationships: i. Effort–performance relationship. ii. Performance–reward relationship. iii. Rewards–personal goals relationship.  27 BMGT340- CHAPTER 7 Objective7.4 Other Contemporary Theories of Motivation (cont’d) 4. Expectancy Theory:  28 BMGT340- CHAPTER 7 Brief Recap Motivation: The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. 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. ❖ Goal-Setting Theory A theory that specific and difficult goals, with feedback, lead to higher performance. Other Contemporary Theories of Motivation ❖ Self-Efficacy Theory: (also known as social cognitive theory or social learning theory) An individual’s belief that he or she is capable of performing a task. ❖ Reinforcement Theory: A theory that behavior is a function of its consequences. ❖ Equity Theory: A theory that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. ❖ Organizational justice: An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice. ❖ Expectancy Theory: A theory that the strength of a tendency to act in a certain way depends on the strength of an expectationthat the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. BMGT340- CHAPTER 7 29