Organizational Behavior
Lecture 5
Dr. Amna Yousaf
PhD (HRM)
University of Twente,
the Netherlands
Recap Lecture 4
 What is personality and personality traits?
 Measuring Personality
 Determinants of Personality
– Heredity
– Environmental
– Situational
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The Myers-Briggs Type Indicator
Big-Five Personality Traits
Personality Traits and outcomes
Core self-evaluations
– Self esteem
– Locus of control
1
CHAPTER SEVEN
Recap Lecture 4
 Other personality traits
– Machiavellianism (Mach)
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Self-Monitoring
Risk-Taking
Type A and Type B personality
Proactive Personality
Self-Efficacy
Political Skills
 Person-Job Fit
 Conclusions
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Managing Motivation
Lecture 5
Outline
 What is motivation
 Motivation theories
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Maslow’s Need Theory
ERG Theory
Theory X and Theory Y
Two-factor Theory
McClelland’s Theory of Needs
Cognitive Evaluations Theory
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What Is Motivation?
Direction
Intensity
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Persistence
What is Motivation?
Motivation
The processes that account for an individual’s
intensity, direction, and persistence of effort toward
attaining a goal.
Key Elements
1. Intensity: how hard a person tries
2. Direction: toward beneficial goal
3. Persistence: how long a person tries
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Hierarchy of Needs Theory (Maslow)
Hierarchy of Needs Theory
There is a hierarchy of five
needs—physiological, safety,
social, esteem, and selfactualization; as each need is
substantially satisfied, the next
need becomes dominant.
Self-Actualization
The drive to become what one is capable of
becoming.
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Maslow’s Hierarchy of Needs
Lower-Order Needs
Higher-Order Needs
Needs that are satisfied
externally; physiological
and safety needs.
Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.
Self
Esteem
Social
Safety
Physiological
E X H I B I T 6–1
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Maslow’s Need Theory-concepts
 Physiological – hunger, thirst, shelter, sex, and
other bodily needs
 Safety – security and protection from physical or
emotional harm
 Social – affection, belongingness, acceptance &
friendship
 Esteem – internal factors such as self-respect,
autonomy and achievement and external factors
such as status, recognition and attention
 Self-actualization – drive to become what one is
capable of becoming, achieving one’s potential
and self fulfillment
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Assumptions of Maslow’s Hierarchy
Movement up the Pyramid
•Individuals cannot move to the next higher level until
all needs at the current (lower) level are satisfied.
•Individuals
therefore must
move up the
hierarchy in order
Maslow Application:
A homeless person
will not be motivated to
meditate!
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Alderfer’s ERG Theory
 Existence similar to Maslow’s physiological and
safety needs
 Relatedness related to social and status needs
 Growth similar to esteem and self-actualization
needs
 Unlike Maslow’s theory, individuals can be at all
categories simultaneously
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Having Little Ambition
Theory X
Managers See Workers As…
Disliking Work
Avoiding Responsibility
Self-Directed
Theory Y
Enjoying Work
Managers See Workers As…
Accepting Responsibility
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Theory X and Theory Y
 McGreoger believes theory Y assumptions more
valid so managers should encourage participative
decision making, responsible and challenging
jobs and good group relations
 No evidence indicating which assumptions are
true or that theory Y environment will lead to
more motivated workers
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Herzberg’s Two-Factor Theory
Bottom Line: Satisfaction and
Dissatisfaction are not Opposite Ends of the
Same Thing!
Hygiene
Factors:
•Salary
•Work
Conditions
Separate constructs
– Hygiene Factors--Extrinsic & Related to
•Company
Policies
Dissatisfaction
•Achievement
•Responsibility
•Growth
– Motivation Factors--Intrinsic and Related to
Satisfaction
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Motivators:
Comparison of Satisfiers
and Dissatisfiers
Factors characterizing
events on the job that led to
extreme job dissatisfaction
Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time:
How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Copyright
© 1987 by the President and Fellows of Harvard College: All rights reserved.
© 2007 Prentice Hall Inc. All rights reserved.
Factors characterizing
events on the job that
led to extreme job
satisfaction
E X H I B I T 6–2
Contrasting Views of Satisfaction and Dissatisfaction
E X H I B I T 6–3
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Critique on two-factor theory
 Failure blamed to extrinsic factors; success to
personal attributes
 Ratings used to measure job satisfaction may be
contaminated; people may be positive on one
scale item but may treat a different response
differently
 No overall measure of satisfaction utilized;
dissatisfaction on one facet but overall
satisfaction
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Critique on two-factor theory
 Herzberg assumed relationship between
satisfaction and productivity but no measure of
productivity was employed. One needs to assume
a strong relationship between the two.
– No sufficient empirical backing for the theory as for the
earlier ones
– May sound well empirically
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David McClelland’s Theory of Needs
Need for Achievement
Need for Affiliation
The drive to excel, to achieve
in relation to a set of
standards, to strive to
succeed.
The desire for friendly
and close personal
relationships.
Need for Power
The need to make others
behave in a way that they
would not have behaved
otherwise.
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Bottom Line:
Individuals have
different levels of
needs in each of these
areas, and those
levels will drive their
behavior
David McClelland’s Theory of Needs
 Not much evidence for power and affiliation need
 High achievers perform well when probability of
success .5.
– Not attribution to pure chance or least challenge
 High achievers are successful entrepreneurs; no
links to being effective managers
 Effective managers may be linked to high power
need and low affiliation need
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Matching High Achievers and Jobs
E X H I B I T 6–4
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Cognitive Evaluation Theory
Cognitive Evaluation Theory
Providing an extrinsic reward for behavior that
had been previously only intrinsically rewarding
tends to decrease the overall level of motivation.
The theory may only be relevant to
jobs that are neither extremely
Hint: For this theory,
dull nor extremely interesting.
think about how fun it
is to read in the
summer, but once
reading is assigned to
you for a grade, you
don’t want to do it!
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Cognitive Evaluation Theory
 Intrinsic and extrinsic motivation are not mutually
exclusive
 Managerial implications: rewards contingent on
performance?
 Extrinsic rewards shift locus of control to
external
– Tangible rewards undermine performance while
intangible rewards don’t.
 Support from a number of studies
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Self-concordance – extension of CET
 Intrinsically motivated people are happy even
when they cant reach goals as they find the
process fun
 Extrinsically motivated people don’t get that
much happiness even after goal achievement as
they don’t find goal satisfying
 Implications
– Choose jobs carefully
– Managers should create work conditions that enhance
intrinsic motivation and not only rely on rewards.
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What Would Herzberg Say? What Would Maslow Say?
E X H I B I T 6–5
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