Organizational Behavior Module 5 PDF

Organizational Behavior Module 5 Motivating Behavior Learning Outcomes 1 Characterize the nature of motivation, including its importance and basic historical perspectives. 2 Identify and describe the need-based perspectives on motivation. 3 Identify and describe the major process-...

Organizational Behavior Module 5 Motivating Behavior Learning Outcomes 1 Characterize the nature of motivation, including its importance and basic historical perspectives. 2 Identify and describe the need-based perspectives on motivation. 3 Identify and describe the major process- based perspectives on motivation. 4 Describe learning-based perspectives on motivation. Motivation is the set of forces that causes people to engage in one behavior rather than some alternative behavior.  The Importance of Motivation Managers strive to motivate people in the organization to perform at high levels. This means getting them to work hard, to come to work regularly, and to make positive contributions to the organization’s mission. Motivation begins with a need deficiency. Motivational Framework Early Traditional Approach: scientific management - Perspectives approach to motivation that assumes that employees are motivated by money. on Human relations approach -suggests that Motivation fostering a false sense of employees’ inclusion in decision making will result in positive employee attitudes and motivation to work hard. Human resource approach- assumes that people want to contribute and are able to make genuine contributions to organizations The Hierarchy of Needs The When people have a good jobs with security, excellent benefits, and high salaries they may be Hierarchy motivated going forward by job titles, status, and challenge. But if they are unemployed and are of Needs just looking for a job, their motivation becomes focused on base salary and the need for stability According to Abraham Maslow people may be motivated by a hierarchy of needs, including social needs to belong to groups and be part of friendships. These co-workers are apparently helping meet their belongingness needs through close working relationships at work.  The Two Factor Theory of Motivation The Need Need for achievement - the desire to accomplish a task or goal more effectively Acquired than was done in the past. Needs Need for affiliation- the need for human Framework Need companionship. Need for power -the desire to control the Need resources in one’s environment. PROCESS-BASED PERSPECTIVES ON MOTIVATION Process-based perspectives -focus on how people behave in their efforts to satisfy their needs. The Equity Equity theory -focuses on people’s Theory of desire to be treated with what they perceive as equity and to avoid Motivation perceived inequity. Equity -the belief that we are being treated fairly in relation to others; inequity is the belief that we are being treated unfairly in relation to other Responses to Perceptions of Equity and Inequity The Expectancy Theory of Motivation Expectancy theory - Performance-to-outcome Effort-to-performance suggests that people are expectancy -the expectancy -a person’s motivated by how much individual’s perception of perception of the they want something and the probability that probability that effort will the likelihood they performance will lead to lead to performance. perceive of getting it. certain outcomes The Expectancy Theory of Motivation  Outcome -anything that results from performing a particular behavior. Outcomes and Valences Valence -the degree of attractiveness or unattractiveness a particular outcome has for a person LEARNING- Learning - relatively permanent change in behavior or behavioral BASED potential resulting from direct or PERSPECTIVES indirect experience. ON MOTIVATION  Classical conditioning- a simple form of learning that links a How conditioned response with an Learning unconditioned stimulus. Occurs Social learning -when people observe the behaviors of others, recognize the consequences, and alter their own behavior as a result.  The application of reinforcement theory to influence the behaviors Behavior of people in organizational Modification setting Kinds of Reinforcement  1. Fixed-ratio: Desired behavior is reinforced after a specified number of correct responses—for The Timing of example, receiving pay bonuses for every ten error- free pieces made per hour. Reinforcement 2. Fixed-interval: Desired behavior is reinforced after a certain amount of time has passed—for example, receiving weekly paychecks. 3. Variable-ratio: Desired behavior is reinforced after an unpredictable number of behaviors—for example, a supervisor praises a call center representative after the third call, then the seventh call after that, and then the fourth call after that. 4. Variable-interval: Desired behavior is reinforced after an unpredictable amount of time has elapsed—for example, not knowing when a regional supervisor will visit your location for an inspection.