ob ppts
TRANSCRIPT
PROF. SHWETA BHANDARI
ORGANISATION BEHAVIOUR
INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR
ORGANIZATION
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
MANAGERSManagers
Individuals who achieve goals through other people.
Managerial Activities• Make decisions• Allocate resources• Direct activities of others to attain goals
MANAGEMENT FUNCTIONS
ManagementFunctions
ManagementFunctions
PlanningPlanning OrganizingOrganizing
LeadingLeadingControllingControlling
MANAGEMENT FUNCTIONS
Planning
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
MANAGEMENT FUNCTIONSOrganizing
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
MANAGEMENT FUNCTIONSLeading
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
MANAGEMENT FUNCTIONSControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
MANAGEMENT SKILLSTechnical skillsThe ability to apply specialized knowledge or expertise.
Human skillsThe ability to work with, understand, and motivate other people, both individually and in groups.
Conceptual SkillsThe mental ability to analyze and diagnose complex situations.
BASIC OB MODEL
INDIVIDUAL
ORGANIZATION
GROUP
CONTRIBUTING DISCIPLINES TO THE OB FIELD
PsychologyThe science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
CONTRIBUTING DISCIPLINES TO THE OB FIELD
SociologyThe study of people in relation to their fellow human beings.
CONTRIBUTING DISCIPLINES TO THE OB FIELD
Social PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
CONTRIBUTING DISCIPLINES TO THE OB FIELD
AnthropologyThe study of societies to learn about human beings and their activities.
CONTRIBUTING DISCIPLINES TO THE OB FIELD
Political ScienceThe study of the behavior of individuals and groups within a political environment.
Organizational Sociology (OS)
Strategic Management
Decrease inProductivity
Type of Analysis
Le
vel o
f A
nal
ysi
s
Theoretical Applied (Practical)
Organization as a Social Phenomenon
Macro
Meso Organization Theory (OT)
Change Management
Organizational Behavior (OB)
Human Resource Management
Micro
OB AND SOCIAL PHENOMENON
Main Trends in OB
Globalization
Empoweringthe Workforce
Values and Ethics
Changing Workforce
Information Technology
MAIN TRENDS IN ORGANIZATIONAL BEHAVIOR
TREND 1: GLOBALIZATION
Global companies: Extend their activities Actively participate Compete
Implications of globalization: New organizational structures Communication More competition More sensitivity to cultural differences
TREND 2: CHANGING WORKFORCE
Primary and secondary diversity More women Different needs of Gen-X, Gen-Y Diversity has advantages, but firms need to
adjust through: cultural awareness family-friendly empowerment
TREND 2: CHANGING WORKFORCE
Employment Relationship employees perform many tasks, not a specific job
Contingent work no explicit or implicit contract for long-term
employment
Telecommuting working from home, usually with a computer
connection to the office
Virtual teams operate across space, time, and organizational
boundaries; mainly communicate through electronic technologies
TREND 3: EMPOWERING THE WORKFORCE
Giving up Controls Delegating power Accepting Responsibility
TREND 4: INFORMATION TECHNOLOGY
Affects how employees interact Virtual teams Telecommuting
Affects how organizations are configured Network structures -- alliance of several
organizations
TREND 5: VALUES AND ETHICS
Values – Attitudes, Perception Ethics – Credibility, No laws
DEPENDENT VARIABLE IN ORGANIZATIONAL BEHAVIOR
Job Satisfaction; Productivity; Absenteeism and Turnover; Organizational Identity; Organizational Involvement; Organizational Commitment; Organizational Citizenship
Behavior.
PERCEPTION
PERCEPTION
DEFINITION
The process by which sensory information is actively organized and interpreted by the brain
WHAT DO YOU SEE?
NOW WHAT DO YOU SEE?
PERCEPTUAL PROCESS
SensoryStimuli
Sensation Attention Selection of Some Stimuli
OrganizationBehavior Interpretation
PERCEPTION PYRAMID
Source: darmano.typepad.com / www.google.com
FACTORS INFLUENCING PERCEPTION:
Characteristics of the Perceiver Characteristics of the Perceived Characteristics of the Situation
PERSON PERCEPTION:
Making Judgments About Others
PATTERNS TO ORGANIZE SENSATIONS
Figure-Ground
Similarity
Proximity
O O O O OX X X X XO O O O OX X X X X
O OO OO OO OO O
O OO OO O
PATTERNS TO ORGANIZE SENSATIONS
Closure
Continuation
Simplicity
PROCESS OF INTERPRETING
Attribution Stereotyping Selective Social Perception Perceptual Defense Halo Effect Expectancy Projection
SPECIFIC APPLICATIONS IN ORGANIZATIONS Employment Interview Performance Expectations (Self Fulfilling Prophecy) Performance Evaluation Employee Effort Employee loyalty
SOME EXAMPLES……
SOME EXAMPLES……
A state of mind with a tendency to feel and behave in a particular way towards objects, people or events.
ATTITUDE
Affective component: this involves a person’s feelings / emotions about the attitude object. For example: “I like public speaking”.
Behavioural component: the way the attitude we have influences how we act or behave. For example: “I will grab every opportunity to speak in public”.
Cognitive component: this involves a person’s belief / knowledge about an attitude object. For example: “I believe public speaking is important for my career.”
COMPONENTS OF ATTITUDE
Daniel Katz (1960) outlines four functional areas:
Knowledge. Knowing a person’s attitude helps us predict their behaviour. For example, knowing that a person is religious we can predict they will go fast on certain days.
Self / Ego-expressive. The attitudes we express (1) help communicate who we are and (2) may make us feel good because we have asserted our identity.
FUNCTIONS OF ATTITUDE
Adaptive the adaptive functions helps us fit in with a social group and develop similar attitudes to those they like.
The ego-defensive function refers to holding attitudes that protect our self-esteem or that justify actions that make us feel guilty.
ORGANISATIONAL CITIZENSHIP BEHAVIOUR
Individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organisation
ORGANIZATIONAL COMMITMENT Organisational commitment has been found to
be a more direct measure of turnover intentions than satisfaction as it reflects the extent to which an employee shares the organisational values and goals, wanting to continue membership of the organisation and willing to work hard for it
Figure: 5. 2: Attitude at work and its outcomes. Adapted from Harrison (2006)
Values are basic convictions (notions) about what is right and wrong.
VALUES
VALUES, BEHAVIOUR AND CULTURE
Values predict attitudes, which predict behaviour
Like attitudes, values can be culturally transmitted via social learning and shaped by social comparison at home/school/by friends
E.g. – Western cultures value individualism more so than Eastern cultures
Importance of values – Values generally influence attitudes and behavior.
Value system is a hierarchy based on a ranking of an individual’s values in terms of one’s intensity.
VALUES
Values are relatively stable and enduring.
If we know an individual’s values, we are better able to predict a behavior in a particular situation.
VALUES AND ATTITUDES
Values differ between generations.
Values differ between regions.
Values differ between cultures.
VALUES
Terminal values are the end-state we hope to achieve in life.
Instrumental values are means of achieving these terminal values.
VALUES
Terminal values
A comfortable life An exciting life A sense of
accomplishment A world at peace Equality Family security
Instrumental values
Ambitious Broad-minded Capable Cheerful Clean Courageous
TERMINAL AND INSTRUMENTAL VALUES IN ROKEACH VALUE SURVEY
TYPES OF ATTITUDES
RESPONSES TO JOB DISSATISFACTION.
Active
Passive
ConstructiveDestructive
Loyalty
Exit
Neglect
Voice
To achieve and find the life you want, you must think, act, talk, and conduct yourself as would the person you want to become.
ATTITUDE- LEARNING POINT
The greatest discovery of my generation is that a human being CAN alter his life by changing his attitude.
William James
And so it is with you – you are in charge of your attitude.
FINALLY!!
PERSONALITY
The combination of psychological traits we use to classify& describe a person in terms of characteristics such asquiet, passive, loud, aggressive, etc.
DETERMINANTS OF PERSONALITY
1. HeredityThe genetically determined biological, physiologicalor psychological characteristics an individual is born with.
2. EnvironmentThe physical, geographical, cultural and social
surroundingsthat an individual is exposed to.
3. SituationThe variable scenarios that an individual finds himself in
thatdecides his behaviour in a particular setting.
PERSONALITY FORMATION
1. Levinson’s theory of Adult Life Stages Daniel Levinson proposed that personality development progresses with age.
22 28 33 40 45 50 55 60 65
ADULT STAGE
Age 30 Transition
Settling down
Midlife Transition
Middle Adulthood
Age 50 transition
Old age
Late Adult Transition
PERSONALITY FORMATION
1. Hall’s career stage model An individual goes through four stages in
his career1. Exploration
Seeks to understand himself and his role in the organization
2. EstablishmentTries to settle down and establishes good relations with colleagues
3. MaintenanceProductivity peaks and feels the need to contribute to juniors.
4. DeclineProductivity declines and individual evaluates his life
PERSONALITY FORMATION
1. Argyris’s Immaturity to maturityThe degree of personality development of an individual can be measured in seven dimensions
IMMATURITY MATURITY
Passive Active
Dependence Independence
Behave in few ways Behave in many ways
Erratic shallow interests Deeper & stronger interests
Short time perspective Long time perspective
Subordinate position Equal or super ordinate position
Lack of self awareness Self awareness and control
PERSONALITY FORMATION
The socialization processThe process through which an individual’s personality is influenced by his interactions with people, groups and society.
1. It brings about a change in the attitude, values, and behaviour
2. It helps the new employee adjust to new jobs, work groups and organizational practices
3. The crucial initial period determines how well an employee fits into the organization.
PERSONALITY TYPES
1. Type A1. Fast at everything they do2. Involved in more than one thing at a time3. Get upset easily4. Output oriented
2. Type B1. Tend to work at a leisurely pace2. More emotionally stable3. Tend to be thoughtful and creative
MYERS-BRIGGS TYPE INDICATOR
Most widely used personality-assessment instrument in the world
Individuals are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P)
EXTROVERTED VS. INTROVERTED
Extroverts are outgoing, sociable, and assertive
Introverts are quiet and shy
SENSING VS. INTUITIVE
Sensitive types are practical and prefer to focus on details
Intuitive types rely on unconscious processes and look at the big picture
THINKING VS. FEELING
Thinking types use reason and logic to handle problems
Feeling types rely on their personal values and emotions
JUDGING VS. PERCEIVING
Judging types want control and prefer their world to be ordered and structured
Perceiving types are flexible and spontaneous
16 PERSONALITY FACTORS
OCCUPATIONAL TRENDS BY TYPE
ISTJManagementAdministrationLaw enforcementAccounting
ISFJEducationHealth careReligious settings
INFJReligionCounselingTeachingArts
INTJScientific or technical fieldsComputersLaw
ISTPSkilled tradesTechnical fieldsAgricultureLaw EnforcementMilitary
ISFPHealth careBusinessLaw enforcement
INFPCounselingWritingArts
INTPScientific or technical fields
ESTPMarketingSkilled tradesBusinessLaw enforcementApplied technology
ESFPHealth careTeachingCoachingChildcare workerSkilled trades
ENFPCounselingTeachingReligionArts
ENTPScienceManagementTechnologyArts
ESTJManagementAdministrationLaw enforcement
ESFJEducationHealth careReligion
ENFJReligionArtsTeaching
ENTJManagementLeadership
Source: From Introduction to Type and Careers, A.L. Hammer, 1993, Consulting Psychologists Press
MYERS-BRIGGS TYPE INDICATOR
Most widely used personality-assessment instrument in the world
Individuals are classified as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and judging or perceiving (J or P)
Jung Personality Type Theory
How we prefer to perceive
information?
How we prefer to make
decisions?
How we prefer to be
energized by the world?
Sensing/ Intuition Thinking/ Feeling Introversion/ Extraversion
How it all started…
• Further studied Jung personality type theory
• Based on that developed a tool – MBTI
• Published by CPP Inc.
EXTROVERTED VS. INTROVERTED
Extroverts are outgoing, sociable, and assertive
Introverts are quiet and think a lot
Extraversion• Action-Oriented• Breadth of
knowledge• Frequent
Interaction
Introversion• Thought-
Oriented• Depth of
knowledge• Substantial
Interaction
First Preference
SENSING VS. INTUITIVE
Sensing types are practical and prefer to focus on details
Intuitive types rely on unconscious processes and look at the big picture
SENSING (S)
People prefer taking in info that is real and tangible - which is actually happening
Characteristics 1) Observant 2) Trust experience 3) Build carefully and thoroughly towards conclusions 4) Understanding ideas & theories –practical applications
INTUITION (N)
People prefer taking in info by seeing the big picture,focusing on the relationship & connections b/w the facts
Characteristics1) Attuned to seeing new possibilities2) Imaginative and verbally creative3) Trust Inspiration4) Follow hunches – “ gut feelings”
THINKING VS. FEELING
Thinking types use reason and logic to handle problems
Feeling types rely on their personal values
Most people who
prefer Thinking: “decide logically”
Are analytical Use cause-and-effect
reasoning Solve problems with
logic Strive for objective
standard of truth Described as
reasonable Search for flaws in an
argument Fair – want everyone
treated equally
Most people who
prefer Feeling: “consider people”
Empathetic Guided by personal
values Assess impact of
decisions on people Strive for harmony
and positive interactions
Described as compassionate
Search for point of agreement in an argument
Fair – want everyone treated as an individual
JUDGING VS. PERCEIVING
Judging types want control and prefer their world to be ordered and structured
Perceiving types are flexible, spontaneous and open to change
LIST OF PERSONALITY TRAITS
Judging types
Like to have things decided Appear to be task oriented Like to make lists of things
to do Like to get work done
before playing Plan work to avoid rushing
just before a deadline Sometimes focus so much
on the goal that they miss new information
Perceiving types
Like to stay open to respond to whatever happens
Appear to be loose and casual. Like to keep plans to a minimum
Like to approach work as play or mix work and play
Work in bursts of energy Stimulated by an
approaching deadline Sometimes stay open to new
information so long as miss making decisions when they are needed
ORGANISATIONORGANISATION
CONSCIENTIOUSNESS
A tendency to show self-discipline, act dutifully, and aim for achievement
I am always prepared. I am exacting in my work. I follow a schedule. I get chores done right away. I like order. I pay attention to details.
AGREEABLENESS
Agreeableness is a tendency to be compassionate and cooperative
I am interested in people. I feel others’ emotions. I have a soft heart. I make people feel at ease. I sympathize with others’ feelings. I take time out for others
NEUROTICISM
Neuroticism is the tendency to experience negative emotions, such as anger, anxiety, or depression
I am easily disturbed. I get irritated easily. I get stressed out easily. I get upset easily. I have frequent mood swings.
OPENNESS
Openness is a general appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience
I have a rich vocabulary. I have a vivid imagination. I have excellent ideas. I spend time reflecting on things. I use difficult words
EXTROVERSION
Extraversion is characterized by positive emotions, and the tendency to seek out stimulation and the company of others
I am the life of the party. I don't mind being the center of
attention. I feel comfortable around people. I start conversations. I talk to a lot of different people at
parties
GROUP BEHAVIOUR & DYNAMICS
2
WhatMakesPeople
Join Groups?
StatusSecurity
Power GoalAchievement
Self-Esteem Affiliation
TYPES OF GROUPS
GROUPSTwo or more individuals interacting and interdependent, who have come together to achieve particular objectives.
Formal Group
A designated work group defined by the organization’s structure.
Informal Group
A group that is neither formally structured now organizationally determined; appears in response to the need for social contact.
THE FIVE-STAGE MODEL OF GROUP DEVELOPMENT
Forming StageThe first stage in group development, characterized by much uncertainty.
Storming StageThe second stage in group development, characterized by intragroup conflict.
Norming StageThe third stage in group development, characterized by close relationships and cohesiveness.
THE FIVE-STAGE MODEL OF GROUP DEVELOPMENT
Performing Stage
The fourth stage in group development, when the group is fully functional.
Adjourning Stage
The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than performance.
FIVE-STAGE THEORYOF GROUP DEVELOPMENT
PerformingAdjourning
Norming
Storming
Forming
Return toIndependence
Dependence/interdependence
Independence
GROUPS’ AND TEAMS’ CONTRIBUTIONS TO ORGANIZATIONAL EFFECTIVENESS
ROLES
Role Identity
Certain attitudes and behaviors consistent with a role.
Role Perception
An individual’s view of how he or she is supposed to act in a given situation.
ROLESRole Expectations
How others believe a person should act in a given situation.
Role Conflict
A situation in which an individual is confronted by divergent role expectations.
NORMS
Classes of Norms:• Performance norms• Appearance norms• Social arrangement norms• Allocation of resources
norms
Norms
Acceptable standards of behavior within a group that are shared by the group’s members.
NORMS
Conformity
Adjusting one’s behavior to align with the norms of the group.Reference Groups
Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
GROUP STRUCTURE - COMPOSITION
Group Demography
The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover.
Cohesiveness
Degree to which group members are attracted to each other and are motivated to stay in the group.
GROUP DECISION MAKING
Strengths1. More pooling of
information2. Increased diversity
of views3. Decision accepted
and supported by majority of group
Weaknesses1. More time
consuming2. Increased pressure
to conform3. Domination by one
or a few members
GROUP DECISION-MAKING TECHNIQUES
Interacting Groups
Typical groups, in which the members interact with each other face-to-face.
Nominal Group Technique
A group decision-making method in which individual members meet face-to-face to pool their judgments in a systematic but independent fashion.Brainstorming
An idea-generation process that specifically encourages any and all alternatives, while withholding any criticism of those alternatives.
FACTORS AFFECTING GROUP DECISIONS
CONSENSUS ( we all decide ) Agreement in the judgment or opinion reached
by all members of the group.
Majority ( Most of us decide )At least 51% or single largest percentage of members
Veto ( I forbid ) Used to denote that a certain individual or sub group has the right to stop unilaterally a certain decision, usually in government matters
FACTORS AFFECTING GROUP DECISIONS
GroupthinkThe tendency to follow the majority or the leader of the group out of fear of being isolated or removed from the group
PolarizationThe tendency to take extreme actions andbigger risks as a group as compared to individuals
Social loafingThe tendency to exert less effort when working in a group as compared to working alone
Work Group
A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility.
Work Team
A group whose individual efforts result in a performance that is greater than the sum of the individual inputs.
MOTIVATION
DEFINITION
A motive is an impulse that causes a person to act.
Motivation the process of arousing and sustaining goal-directed behavior
Motivation is an internal process that makes a person move towards a goal.
Motivation can only be inferred by noting a person’s behavior
SOURCES OF MOTIVATION
Intrinsic Process Instrumental Self-Concept External Self-Concept Internal Goal Internalization
MOTIVATIONAL THEORIES
Early Theories Scientific Management Human relations Model
Contemporary Theories Content Process
EARLY THEORIES
HUMANISM Develop the innate potential of
every person.
Help each individual to self-actualize.
WHAT IS HUMANISM?
Dignity Truth Seeking Goodness Self-Actualization Hopeful
Motivating Human
Potential Growth Openness Enlightenment
INTERNAL, PROCESS, EXTERNAL THEORIES OF MOTIVATION
ContentExplains why people have different needs at different times Maslow’s Hierarchy of needs Alderfer’s ERG Theory Herzberg’s Two Factor Theory Mc Gregor’s Theory X & Theory Y Mc Clelland’s Manifest Needs
INTERNAL, PROCESS, EXTERNAL THEORIES OF MOTIVATION
ProcessDescribes the processes through which needs are translated into behavior Adam’s Equity Theory Vroom’s Expectancy Theory
CONTENT THEORIES
NEEDS
A state or condition within an individual that generates movement towards some outcome or reward. Intrinsic motivation: internal needs Extrinsic motivation: external incentives
MASLOW’S HIERARCHY OF NEEDS
Physiological
Safety & Security
Love (Social)
Esteem
SA
Lowes
t to h
ighe
st or
der
MASLOW’S HIERARCHY OF NEEDS
PRACTICAL IMPLICATIONS OF THENEEDS HIERARCHY MODEL
Satisfaction of deficiency needs fosters physical and psychological health.
Satisfaction of growth needs helps development as a human being.
If not blocked, higher level needs will emerge and motivate behavior.
Order of needs may be influenced by culture. Organizational position or membership on an
important team can facilitate growth need satisfaction.
WEAKNESS OF MASLOW’S THEORY
Five levels of need are not always present.
Ordering or importance of needs is not always the same.
Cultural differences.
ALDERFER’S ERG THEORY
Physiological
Safety & Security
Love (Social)
Esteem
SA
Existence
Relatedness
Growth
MOTIVATION-ERG THEORY BY ALDERFER The ERG Theory
Needs are grouped into three overlapping categories:
Existence needs—physiological and security needs. Relatedness needs—belongingness and esteem by
others. Growth needs—self-esteem and self-actualization.
ERG theory assumes that: Multiple needs can be operative at one time (there is
no absolute hierarchy of needs). If a need is unsatisfied, a person will regress to a
lower-level need and pursue that need.
HERZBERG’S TWO-FACTOR THEORY
Hygiene Factor - work condition related to dissatisfaction caused by discomfort or pain maintenance factor contributes to employee’s feeling not dissatisfied contributes to absence of complaints
Motivation Factor - work condition related to the satisfaction of the need for psychological growth job enrichment leads to superior performance & effort
MOTIVATION-HYGIENE THEORY
Hygiene factors avoid
job dissatisfaction
• Company policy & administration
• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security
• Achievement• Achievement
recognition • Work itself• Responsibility• Advancement• Growth• Salary
Motivation factors increase job satisfaction
MOTIVATION-HYGIENE COMBINATIONS
High M Low M
High H high motivation few complaints
low motivation few complaints
Low H high motivation many complaints
low motivation many complaints
(Motivation = M, Hygiene = H)
MC GREGOR’S ASSUMPTIONS ABOUT PEOPLE BASED ON THEORY X
Naturally indolent Lack ambition, dislike responsibility,
and prefer to be led Inherently self-centered and
indifferent to organizational needs Naturally resistant to change Gullible, not bright, ready dupes
MCGREGOR’S ASSUMPTIONS ABOUT PEOPLE BASED ON THEORY Y
Physical and mental work effort are natural Committing to objectives will allow the full
range of control tools to be utilized Commitment is a function of proper rewards People learn to seek responsibility People have the ability to creatively solve
organizational problems Employees need the freedom to utilize their
untapped potential
Management Assumptions
Theory X Workers• Dislike work
• Must be threatened with punishment
• Avoid responsibilities
• Seek formal direction
• Require security
• Little ambition
• Workers are costs
Theory Y Workers• View work as natural
• Self-directed
• Exercise self-control
• Accept responsibility
• Seek responsibility
• Make innovative decisions
• Workers are assets
MOTIVATIONAL THEORIES X & Y
Physiological
Safety & Security
Love (Social)
Esteem
SA Theory Y - a set of assumptions of how to manage individuals motivated by higher order needs
Theory X - a set of assumptions of how to manage individuals motivated by lower order needs
MCCLELLAND’S NEED THEORY:NEED FOR ACHIEVEMENT
Need for Achievement –a manifest need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties-------3 S’s--------Set moderate goalsSeek feedbackStay focused
MCCLELLAND’S NEED THEORY:NEED FOR POWER
Need for Power – a manifest need that concerns an individual’s need to make an impact on others, influence others, change people or events, and make a difference in lifePersonal or socialized
MCCLELLAND’S NEED THEORY:NEED FOR AFFILIATION
Need for Affiliation – a manifest need that concerns an individual’s need to establish and maintain warm, close, intimate relationships with other people
CONTENT THEORIES OF MOTIVATION
PROCESS THEORIES
PROCESS THEORIES
Describes the processes through which needs are translated into behavior Adam’s Equity Theory Vroom’s Expectancy Theory Porter’s Performance Expectations Theory Reinforcement Theory
ADAM’S EQUITY THEORYELEMENTS OF EQUITY THEORY
Person o Equity or inequity existence Comparison othero person/people with whom we compare ratio Inputs o Characteristics individuals bring alongwith them to the job Outcome/input ratio o inputs −what employee contributes (eg.skill)o outcomes −what employees receive (eg.pay)
EQUITY AND INEQUITY
Equity is…..Individual rewards Individual outcomes compared withOthers’ rewards Others’ inputs
Inequity is…..Inputs / Outcome ratio is unequal to Inputs / Outcome ratio of the comparison
CONSEQUENCES OF INEQUITY
Change inputs Change outcomes Change perceptions Leave the field Act on the comparison other Change the comparison other
EQUITY SENSITIVITY
Benevolentso tolerant of being under rewarded
Equity sensitiveso want ratio to be equal to the comparison
other
Entitledso prefer receiving proportionately more than
others
VROOM’S EXPECTANCY THEORY OF MOTIVATION
INSTRUMENTALITIES
OUTCOME 1a
OUTCOME 1b
OUTCOME 2a
OUTCOME 2bOUTCOME 2
EXPECTENCY
MOTIVATIONAL FORCEF= VALENCE x EXPECTE NCY
OUTCOME 2c
THE VROOM EXPECTANCY OR ‘VIE’ THEORY OF WORK MOTIVATION
OUTCOME 1
EXPECTANCY THEORY IN PRACTICE
Increasing E-to-P expectancyo training, selection, resources, clarify roles,
provide coaching and feedback Increasing P-to-O expectancy
measure performance accurately, explain how rewards are based on past performance
Increasing outcome valences use valued rewards, individualize rewards,
minimize countervailing outcomes
PORTER’S THEORYPERFORMANCE SATISFACTION MODEL
Motivation, Performance and Satisfaction
What happens after performance?
Rewards that follow and how they are perceived will determine satisfaction
THEORY STATES….
Right person at right job Role explanation and their
understandings towards the task assigned
Actual performance levels expected Rewards dispensed are valued
REINFORCEMENT THEORY
Consequences of an Individual’s behavior in one situation influence with individual’s behavior in a similar situation in future
This is Operant Conditioning Rewarding Consequence is likely to be repeated
i.e.: rewards = +ve reinforcement punishment = -ve
reinforcement +ve to be repeated
-ve not to be repeated Change the consequences of the behavior
eg.: Rewarding desired behavior rather than punishing undesired behavior
CONDITIONS FOR MANAGER MOTIVATION Interpersonal competence
-Style of supervision
The opportunity to work toward meaningful goals-Being able to relate personal goals to organization goals.-Having helpful systems for setting and achieving goals.-Being ready to respond favorably to organization goals.
CONDITIONS FOR MANAGER MOTIVATION The existence of appropriate
management systems-Investment in product R & D.-Product diversification.-Aggressive and innovative marketing.-Investment in capital improvements.-Mergers and acquisitions.-Expansion to international operations.
AFFILIATION MOTIVATION BEHAVIOUR Establish, maintain & restore
emotional Relationship Need to be liked by others Affiliative Activities
POWER MOTIVATION & BEHAVIOUR
1. Influencing & controlling - Wanting to win a point- Show dominance- Tries to convince- Gains position of control- Avoids weakness & humiliation Inspires & tries to teach/advise others
2. Influencing by- Arguing- Demanding- Forcing- Commanding- Punishing
- Physical power to influence no hostility
POPULAR MOTIVATIONAL STRATEGIES Empowerment and Participation
Empowerment Enabling workers to set their own work goals, make
decisions, and solve problems within their sphere of influence.
Participation Giving employees a voice in making decisions about
their work. Areas of participation for employees:
Making decisions about their jobs. Decisions about administrative matters (e.g., work
schedules). Participating in decision making about broader issues
of product quality.
POPULAR MOTIVATIONAL STRATEGIES (CONT’D)
Techniques and Issues in Empowerment Using work teams
Collections of employees empowered to plan, organize, direct, and control their work.
Decentralization Changing the overall method of organizing the firm
Conditions necessary for empowerment: Power spread to lower organizational levels Commitment to empowering workers Systematic and patient efforts to empower workers. Increased commitment to training.
USING REWARD SYSTEMS TO MOTIVATE PERFORMANCE
Reward System Merit Reward Systems Incentive Reward Systems Team and Group Incentive Reward Systems Executive Compensation New Approaches to Performance-Based Rewards
Leveraging the value of incentives Getting increasingly innovative in incentive programs
3 CAUSES OF MOTIVATIONAL PROBLEMS
Belief that effort will not result in performance
Belief that performance will not result in rewards
The value a person places on, or the preference a person has for, certain rewards
APPLICATIONS OF CONCEPTS OF MOTIVATION
Money Job Design Job Expansion Quality of Work Life
THE MEANING OF MONEY
Money and employee needs affects several
needs, not just existence needs
Money and attitudes money ethic not
evil, represents success, should be budgeted carefully
Money and self-identity influences our self-
worth
© Corel Corp
JOB DESIGN
Specifying the tasks that make up a job for an individual or group
Assigning tasks to a job, including the interdependency of those tasks with other jobs
Involves determining What is to be done (i.e., responses) How it is to be done (i.e., tools etc.) Why it is to be done (i.e., purpose)
Results in job description Shows nature of job in task-related behaviors
COMPONENTS OF JOB DESIGN
Job specialization Job expansion Psychological components Self-directed teams Motivation and incentive systems Ergonomics and work methods
JOB EXPANSION
Process of adding more variety to jobs Intended to reduce boredom associated
with labor specialization Methods
Job enlargement Job enrichment Job rotation Employee empowerment
JOB ENLARGEMENT /ENRICHMENT
Present Job
ControlControl
PlanningPlanning
Enriched Job
Task #3Task #3Task #2Task #2Enlarged Job
JOB ROTATION
Geriatrics
PediatricsMaternity
JOB ENRICHMENT STRATEGIES
Empowering employees giving employees more autonomy feeling of control and self-efficacy
Forming natural work units completing an entire task assigning employees to specific clients
Establishing client relationships employees put in direct contact with clients
© Marlborough Express (NZ)
EMPLOYEE EMPOWERMENT
Employee Empowerment
Control
Decision-Making
Planning
LIMITATIONS TOJOB ENLARGEMENT/JOB ENRICHMENT
Higher capital cost Many individuals prefer simple jobs Higher wages are required since the worker
must utilize a higher level of skill A smaller labor pool exists of persons able
and willing to perform enriched or enlarged jobs
Increased accident rates may occur Current technology in some industries does
not lend itself to job enlargement and enrichment
QUALITY OF WORK LIFE
Quality of work life includes factors in the workplace that workers are entitled to.