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Mahmood Qasim
What is Motivation?

The extent to which persistent effort is
directed towards a goal.

Mahmood Qasim
What is Motivation?

Mahmood Qasim
What is Motivation?

Primary motives are unlearned and
physiological. These motives are also
known as Physiological Motives or
Biological Motives

Eg: Food, Shelter, Sex
Mahmood Qasim
What is Motivation?

These are also unlearned but are not
physiological based.
Eg: Curiosity, Manipulation, Affection,

Mahmood Qasim
What is Motivation?

A motive must be learned in order ro
be included in the Secondary
classification.
Eg: Power, Achievement, Affiliation,
Security, Status

Mahmood Qasim
The Content Theories of Work Motivation

Mahmood Qasim
The Content Theories of Work Motivation

Mahmood Qasim
The Content Theories of Work Motivation

1. When did you feel particularly good about
your job – what turned you on?
2. When did you feel exceptionally bad
about your job – what turned you off?

Mahmood Qasim
The Content Theories of Work Motivation

Hygiene Factors
(Dissatisfies)

Motivators
(Satisfiers)

Company policy and
administration
Supervision, technical
Salary
Interpersonal, supervisor
Working conditions

Achievement
Recognition
Work itself
Responsibility
Advancement

Mahmood Qasim
The Content Theories of Work Motivation

E – Existence
R – Relatedness
G – Growth

Mahmood Qasim
The Content Theories of Work Motivation
HERZBERG’S
TWO FACTORS

MASLOW’S
HIERARCHY OF
NEEDS

MOTIVATORS

ALDERFER’S
ERG NEEDS

GROWTH
RELATEDNESS

HYGIENE
FACTORS
EXISTANCE

Mahmood Qasim
The Process Theories of Work Motivation
Vroom’s Model is built around the concept of valence,
instrumentality, and expectancy and is commonly called the VIE
theory.
Valence (V) – The value a person places on the rewards he or
she receives from an organization.
Eg: value, incentive, attitude, expected utility.
Instrumentality (I) – An individual’s beliefs regarding the
likelihood of being rewarded in accord with his or her own
level of performance.
Expectancy (E) – The belief that one’s efforts will positively
influence one’s performance.

Mahmood Qasim
The Process Theories of Work Motivation
Instrumentalities

Expectancy
Second-Level
Outcomes
First-Level Outcomes

Outcome 1a
Outcome 1

Motivational Force
F = E Valence X Expectancy

Outcome 1b

Outcome 2a
Outcome 1
Outcome 2b

Outcome 2c

Mahmood Qasim
The Process Theories of Work Motivation
Perceived equitable
rewards
Value of Reward

Abilities and
traits

Intrinsic
rewards
Performance
(accomplishment)

Effort

Satisfaction
Extrinsic
rewards

Role
perceptions
Perceived
Effort
reward
probability
Mahmood Qasim
LOCKE AND LATHAM’S

The process of determining specific levels
of performance for workers to attain.

Mahmood Qasim
LOCKE AND LATHAM’S

Values and
value
judgment

Emotions
and
desires

Intentions
or GOALS

Mahmood Qasim

Responses,
actions, or
performance

Consequences,
feedback, or
reinforcement
The Content Theories of Work Motivation

People strives to maintain rations of their
own outcomes (rewards) t their own
inputs (contributions) that are equal to the
outcome/input ratios of others with whom
they compare themselves.

My outcomes
My inputs

Mahmood Qasim

=

Other’s Outcomes
Other’s inputs
The Content Theories of Work Motivation
The Rewards employees receive from
their jobs, such as salary and
recognition.

People’s contribution to their jobs, such
as their experience, qualifications, or the
amount of time worked.

Mahmood Qasim
The Content Theories of Work Motivation
The condition, resulting in feelings of guilt,
in which the ratio of one’s outcomes to
inputs is ,more than the corresponding ratio
of another person with whom that person
compares himself or herself.
The condition, resulting in feelings of anger,
in which the ratio of one’s outcomes to
inputs is ,less than the corresponding ratio
of another person with whom that person
compares himself or herself.
Mahmood Qasim
The Content Theories of Work Motivation
Person A

Social Comparison

Person B

Underpayment
Overpayment

Outcomes
Inputs

Inequity
for Person A
Outcomes
Inputs

Inequity
for Person B

Greater than

Underpayment
Inequity
for Person A

Outcomes
Inputs

Less than

Overpayment
Outcomes
Inputs

Equitable

Equitable
payment
for Person A

Inequity
for Person B

Outcomes
Inputs

Mahmood Qasim

Equal to

Outcomes
Inputs

payment
for Person B
POSIBLE REACTIONS TO INEQUITY
Types of Reaction
People can respond
to overpayment
and underpayment
inequities in
behavioral and /or
psychological ways.
These reactions
help change the
perceived inequities
into a state of
perceived equity.

Types of Reaction

Overpayment
Inequity

Underpayment
Inequity

Behavioral
(What you can do is…)
Raise your inputs (e.g., work
harder), or lower your outcomes
(e.g., work through a paid
vacation)
Lower your inputs (e.g., reduce
effort), or raise your outcomes
(e.g., get a raise in pay), or change
comparison (e.g., compare
yourself with another person),
Employee theft (e.g., employees
may steal things to compensate
inequity.

Mahmood Qasim

Psychological
(What you can think is…)
Convince yourself that your outcomes
are deserved based o your inputs
(e.g., rationalize that you work harder
than others and so you deserve more
pay).
Convince yourself that others’ inputs
are really higher than your own (e.g.,
rationalize that the comparison
worker is really more qualified and so
deserves higher outcomes).
Questions for Discussion
1.
2.

3.

4.
5.

Based on Malsow’s need hierarchy theory, what specific things can be done
to enhance an employee’s motivation?
Suppose an employee feels underpaid relative to his or her co-workers.
What conditions may have led to these feelings, and how might you expect
such an individual to behave on the job?
Consider a poor performing employee who explains to his boss that he is
trying very hard. According to expectancy theory, what factors would
contribute to such effort? What additional factors, besides motivation,
contribute to task performance?
Explain the role that money plays as a motivator in Maslow’s hierarchy of
need theory, Alderfer’s EGR theory and Herzberg‘s Two Factor Theory.
Briefly define the three classifications of motives. What are some examples
of each?

Mahmood Qasim

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Mahmood Qasim Slides on Motivation for Organizational Behaviour Students

  • 2. What is Motivation? The extent to which persistent effort is directed towards a goal. Mahmood Qasim
  • 4. What is Motivation? Primary motives are unlearned and physiological. These motives are also known as Physiological Motives or Biological Motives Eg: Food, Shelter, Sex Mahmood Qasim
  • 5. What is Motivation? These are also unlearned but are not physiological based. Eg: Curiosity, Manipulation, Affection, Mahmood Qasim
  • 6. What is Motivation? A motive must be learned in order ro be included in the Secondary classification. Eg: Power, Achievement, Affiliation, Security, Status Mahmood Qasim
  • 7. The Content Theories of Work Motivation Mahmood Qasim
  • 8. The Content Theories of Work Motivation Mahmood Qasim
  • 9. The Content Theories of Work Motivation 1. When did you feel particularly good about your job – what turned you on? 2. When did you feel exceptionally bad about your job – what turned you off? Mahmood Qasim
  • 10. The Content Theories of Work Motivation Hygiene Factors (Dissatisfies) Motivators (Satisfiers) Company policy and administration Supervision, technical Salary Interpersonal, supervisor Working conditions Achievement Recognition Work itself Responsibility Advancement Mahmood Qasim
  • 11. The Content Theories of Work Motivation E – Existence R – Relatedness G – Growth Mahmood Qasim
  • 12. The Content Theories of Work Motivation HERZBERG’S TWO FACTORS MASLOW’S HIERARCHY OF NEEDS MOTIVATORS ALDERFER’S ERG NEEDS GROWTH RELATEDNESS HYGIENE FACTORS EXISTANCE Mahmood Qasim
  • 13. The Process Theories of Work Motivation Vroom’s Model is built around the concept of valence, instrumentality, and expectancy and is commonly called the VIE theory. Valence (V) – The value a person places on the rewards he or she receives from an organization. Eg: value, incentive, attitude, expected utility. Instrumentality (I) – An individual’s beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance. Expectancy (E) – The belief that one’s efforts will positively influence one’s performance. Mahmood Qasim
  • 14. The Process Theories of Work Motivation Instrumentalities Expectancy Second-Level Outcomes First-Level Outcomes Outcome 1a Outcome 1 Motivational Force F = E Valence X Expectancy Outcome 1b Outcome 2a Outcome 1 Outcome 2b Outcome 2c Mahmood Qasim
  • 15. The Process Theories of Work Motivation Perceived equitable rewards Value of Reward Abilities and traits Intrinsic rewards Performance (accomplishment) Effort Satisfaction Extrinsic rewards Role perceptions Perceived Effort reward probability Mahmood Qasim
  • 16. LOCKE AND LATHAM’S The process of determining specific levels of performance for workers to attain. Mahmood Qasim
  • 17. LOCKE AND LATHAM’S Values and value judgment Emotions and desires Intentions or GOALS Mahmood Qasim Responses, actions, or performance Consequences, feedback, or reinforcement
  • 18. The Content Theories of Work Motivation People strives to maintain rations of their own outcomes (rewards) t their own inputs (contributions) that are equal to the outcome/input ratios of others with whom they compare themselves. My outcomes My inputs Mahmood Qasim = Other’s Outcomes Other’s inputs
  • 19. The Content Theories of Work Motivation The Rewards employees receive from their jobs, such as salary and recognition. People’s contribution to their jobs, such as their experience, qualifications, or the amount of time worked. Mahmood Qasim
  • 20. The Content Theories of Work Motivation The condition, resulting in feelings of guilt, in which the ratio of one’s outcomes to inputs is ,more than the corresponding ratio of another person with whom that person compares himself or herself. The condition, resulting in feelings of anger, in which the ratio of one’s outcomes to inputs is ,less than the corresponding ratio of another person with whom that person compares himself or herself. Mahmood Qasim
  • 21. The Content Theories of Work Motivation Person A Social Comparison Person B Underpayment Overpayment Outcomes Inputs Inequity for Person A Outcomes Inputs Inequity for Person B Greater than Underpayment Inequity for Person A Outcomes Inputs Less than Overpayment Outcomes Inputs Equitable Equitable payment for Person A Inequity for Person B Outcomes Inputs Mahmood Qasim Equal to Outcomes Inputs payment for Person B
  • 22. POSIBLE REACTIONS TO INEQUITY Types of Reaction People can respond to overpayment and underpayment inequities in behavioral and /or psychological ways. These reactions help change the perceived inequities into a state of perceived equity. Types of Reaction Overpayment Inequity Underpayment Inequity Behavioral (What you can do is…) Raise your inputs (e.g., work harder), or lower your outcomes (e.g., work through a paid vacation) Lower your inputs (e.g., reduce effort), or raise your outcomes (e.g., get a raise in pay), or change comparison (e.g., compare yourself with another person), Employee theft (e.g., employees may steal things to compensate inequity. Mahmood Qasim Psychological (What you can think is…) Convince yourself that your outcomes are deserved based o your inputs (e.g., rationalize that you work harder than others and so you deserve more pay). Convince yourself that others’ inputs are really higher than your own (e.g., rationalize that the comparison worker is really more qualified and so deserves higher outcomes).
  • 23. Questions for Discussion 1. 2. 3. 4. 5. Based on Malsow’s need hierarchy theory, what specific things can be done to enhance an employee’s motivation? Suppose an employee feels underpaid relative to his or her co-workers. What conditions may have led to these feelings, and how might you expect such an individual to behave on the job? Consider a poor performing employee who explains to his boss that he is trying very hard. According to expectancy theory, what factors would contribute to such effort? What additional factors, besides motivation, contribute to task performance? Explain the role that money plays as a motivator in Maslow’s hierarchy of need theory, Alderfer’s EGR theory and Herzberg‘s Two Factor Theory. Briefly define the three classifications of motives. What are some examples of each? Mahmood Qasim