Motivation, Organizational Behaviour, OB - Osmania University syllabus, Theories of Motivation, Maslow’s Need Hierarchy theory, Alderfer’s ERG Theory, Herzberg Motivation-Hygiene theory, McGregor’s Theory-X-Theory-Y, William Ouchi's Theory-Z, Vroom’s Expectancy Theory, Porter’s and Lawler model of Motivation, Managerial Grid, Leadership continuum, Leadership effectiveness.

1. ORGANIZATIONA
L BEHAVIOUR
UNIT-2
PRESENTED BY
K.BALASRI PRASAD
B.Sc (KU), M.B.A (OU), NET (UGC), (PH.D) (MGU)

2. Unit-II
Motivation:
“A motive is an inner state that energizes,
activates or moves and directs or channels
behaviour goals.”
“Motivation refers to degree of readiness
of an individual to pursue some designated
goal and implies the determination of the
nature and locus of the forces, including
the degree of readiness.”

3. Importance of Motivation:
1. High Performance
2. Low employee turnover and
Absenteeism
3. Better Organizational image
4. Better Industrial relations
5. Acceptability to change

4. Theories of Motivation
1. Maslow’s Need Hierarchy theory:
Given by Abraham Maslow, a clinical Psychologist in U.S.A.
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self Actualization Needs

5. 2. Alderfer’s ERG Theory:
1. Existence Needs
2. Relatedness Needs
3. Growth Needs
 This theory assumes that more than one need
may be operative at the same time.
 This theory also says that when a higher level
need is frustrated, the individual ‘s desire to increase
a lower level need takes place.

6. 3. Herzberg Motivation-Hygiene theory:
Fredrick Herzberg and his associates
developed Motivation-Hygiene theory, also
known as Two-Factor theory, after conducting
research based on the interviews of 200
Engineers and Accountants who works in 11
different firms. He categorized all the factors
into two, 1. Hygiene factors
2. Motivational factors

7. 1. Hygiene Factors:
1 Company Policy & Administration
2 Technical Supervision
3 Inter-Personal relations with supervisor
4 Inter-personal relations with peers
5 Inter-personal relations with subordinates
6 Salary
7 Job security
8 Personal life
9 Working conditions
10 Status

8. 2. Motivational Factors:
1 Achievement
2 Advancement
3 Possibility of Growth
4 Recognition
5 Work itself
6 Responsibility

9. 4. McGregor’s Theory-X-Theory-Y:
Douglas McGregor introduced two theories ,Theory-X
and Theory-Y , based on two distinct views of human
beings.
Theory-X Assumptions:
The average human being dislike work and will try
to avoid it.
 As the employees are lazy, they must be
controlled, coerced, threatened with punishment to
achieve goals.
 Average employees will try to avoid responsibility
and seek formal directions.
Most employees place security above all other
factors associated with work.

10. Theory-Y Assumptions:
Average employee likes work. Employee
enjoys the work.
Employees will exercise self direction and
self control.
Given normal working conditions, employee
can learn to accept the responsibility.
Commitment to objectives.
Employees are capable of making
innovative and creative decisions.

11. 5. Theory-Z:
William Ouchi, proposed Theory-Z in !980’s.
Theory-Y denotes state of affairs in organization and
human behaviour.
It is an integral model, containing the best of both
American and Japanese practices.
Features of Theory-Z:
Trust
Organization-employee relations
Employee participation
Structure less Organization
Holistic concern for Employees

12. 6.Vroom’s Expectancy Theory:
Victor Vroom made an important contribution to the
understanding of the concept of motivation and
decision processes that people use to determine
how much effort they will expend on their jobs.
Vroom said a person’s motivation towards an action
at any time would be determined by an individual’s
perception that a certain type of action would led to a
specific outcome and his personal preference for this
outcome.
Vroom’s model is given in the form of equation,
MOTIVATION=VALENCE X EXPECTANCY X
INSTRUMENTALITY

13. 1. Valence:
 The attraction (or repulsion) of an outcome to the
individual.
 Whenever an individual has preference for a reward,
valence is the strength of that preference.
2. Expectancy:
 It is also referred to as the Effort-Performance
probability.
 The extent to which the person believes his efforts will
lead to the first level outcome i.ie., completion of the
task.
 If the individual feels that the probability of achieving
an outcome is zero, he/she will not even try. On the other
hand, if the probability is higher, he/she will put more
efforts to achieve the desired outcome.

14. 3. Instrumentality (Performance-Reward Probability):
 It refers to the belief and expectation of a person that
his/her performance will lead to a particular desired
reward.
 Motivational force will be the highest when all the three
factors are high and the force will be reduced when any
one or more of valence, expectancy of instrumentality
approaches zero.

15. 7. Porter’s and Lawler model of Motivation:
This is a multi variate model which explains the
relationship that exists between job attitudes and job
performance.
 This model is based on four basic assumptions about
human behaviour:
 Individual behaviour is determined by a combination
of factors in the individual and in the environment.
 Individuals are assumed to be rational human beings
who make conscious decisions about their behaviour in
the organizations.
Individuals have different needs, desires and goals.
 On the basis of their expectations, individuals decide
between alternate behaviours and such decided
behaviour will lead to a desired outcome.

16. The various elements of this model are:
Effort: Refers to the amount of energy which a person
exerts on a job.
 Value for Reward: People try out whether rewards
that are likely be received from a job will be attractive to
them.
 Perceived Effort-Reward probability: People try to
assess the probability of a certain level of effort leading
to a desired level of performance and the possibility of
that performance leading to certain kinds of rewards.
 Performance: The expected level of performance will
depend upon the amount of effort, the abilities and traits
of the individual and his/her role perceptions.
Rewards: Performance leads to certain outcomes in
the shapes of two types of rewards, Extrinsic rewards
and Intrinsic rewards.

17. -- Extrinsic Rewards: The external rewards given
by others in the organization in the form of money,
recognition or praise.
-- Intrinsic Rewards: The internal feelings of job,
self esteem and sense of competence that individuals
feel when they do a job.
 Satisfaction: Satisfaction will result from both
extrinsic and intrinsic rewards. Individual will compare
actual rewards with perceived rewards.

18. Managerial Grid
 Blake and Moton –
A graphical representation of a 2 dimensional view of
leadership style.
Based on :-
1. ‘concern for people’
2. ‘concern for production’
Grid identifies 5 basic styles of leadership.

19. 1,9 9,9
5,5
1,1 9,1
LowConcernforProductionHigh
1 2 3 4 5 6 7 8 9
Low Concern for people High
9
8
7
6
5
4
3
2
1
Managerial grid

20. Leadership continuum
 A manager is characterized according to degree of control that is
maintained by him. According to this approach, four main styles
of leadership have been identified:
 Tells: The manager identifies a problem, chooses a decision, and
announces this to subordinates. The subordinates are not a party
to the decision making process and the manager expects them to
implement his decisions as soon as possible.
 Sells: The decision is chosen by the manager only but he
understands that there will be some amount of resistance from
those faced with the decision and therefore makes efforts to
persuade them to accept it.
 Consults: Though the problem is identified by the manager, he
does not take a final decision. The problem is presented to the
subordinates and the solutions are suggested by the
subordinates.
 Joins: The manager defines the limits within which the decision

22. Leadership effectiveness
Effective leadership is about executing the company's vision
(or redefining and improving it, in some cases) and setting the
tone and the culture for that particular
organization. Leadership means creating and planning,
securing resources, and looking out for and improving errors.
1. Good leaders are decisive
 Effective leadership is about not wasting time. That includes
the time needed to make decisions. More often than not, so
much time can be wasted in the decision-making process that
many opportunities are missed.
 2. They practice what they preach
 Effective leadership, in essence, also involves leading by
example. It’s hard to respect someone who asks everyone to
come on time, or work towards a certain goal if that person
isn’t willing to come on time or put in their share of the work

23.  3. They don’t lose sight of goals
 Effective leaders are problem-solvers. Or at the very least,
they don’t dwell on problems and instead focus on
working towards a solution. They don’t have the answers
all the time, but they sure will always be working to get
answers.
 4. They are passionate about what they do
 Effective leadership is about believing in what one is
doing. Good leaders don’t and will never say, “it’s just a
job,” or “I just work here.” They care about what they do.
 5. Good leaders are humble and accountable
 This plays into the aspect of effective leadership that
relies on generating respect that is earned, instead of
relying on one’s position or title in the organization.

24.  6. They give credit where credit is due
 Often you’ll hear the story about the boss that stole an idea,
or took credit for someone else’s accomplishment. Good
leaders share the glory, and are quick to credit a team
member or colleague for a good idea.
 7. Helps people grow
 Great leaders help people grow. They willingly share what
they know and look out for learning opportunities for the
people they work with (or the people who work for them).
They build up the team and foster strong relationships,
rapport and cooperation within that team.
 8. Communicate effectively
 An integral part of effective leadership is strong
communication. And communication isn’t just saying “I want
this to happen.” It’s all about listening and truly considering
the input that comes from other people in the team. Proper
communication allows for better dissemination of

25.  9. Confident and unafraid of the unknown
 Great leaders are true visionaries, who are not afraid to
step outside their comfort zones. They are willing to
take risks and try new things.
 10. They are trustworthy
 Imagine working for someone who cannot be trusted.
Difficult, right? Good leaders never violate trust that is
given to them — either by people higher up in the
organizational ladder, or by people who work for and
with them. This trustworthiness makes them more
approachable, and makes others feel more comfortable
opening up to them and providing honest feedback or
input that in the end, contributes to the growth of the
organization.