Adamson University

Work Motivation
Human Behavior in Organization
Professor Melvin Vitug Moraga
 “Do we all not know people who make the same
resolutions year after year? Or maybe we are that
person. My concern is that the resolution takes the
place of the action, as is also true with so many
millions of people who sign up for an endless
succession of self-help programs:

They think some magic words, some avowed promise,

will magically transform their lives, when we all know
that the real transformational work is tough,
grueling, and usually involves sacrifice and
unpleasant choices.”
Steve Salerno

Copyright © 2010 Pearson Education, Inc.

Chapter 5- slide 2
Publishing as Prentice Hall
 “We should make a resolution
against New Year RESOLUTIONs,
and instead strive for
REFORMATION of life.”
Steve Salerno

Copyright © 2010 Pearson Education, Inc.

Chapter 5- slide 3
Publishing as Prentice Hall
 2014 Key Points:
1. Seek reformation, not resolution
2. Make a plan and set goals
3. Pursue meaningful and purposeful
goals

Copyright © 2010 Pearson Education, Inc.

Chapter 5- slide 4
Publishing as Prentice Hall
Discussion Roadmap
Chapter 5
Work Motivation

Chapter 6
Appraising and Rewarding Performance

Chapter 7
Leadership

Chapter 8
Empowerment and Participation

Chapter 9
Employee Attitude and their Effects 5
 Learning Objectives

† Define motivation and understand the

motivational process

† Examine the motivational drives and various

human needs

† Understand behavior modification

† Explain content theories and process theories

of motivation

6
 What is work motivation?

Motivation is the set of

internal and external
forces that cause an
employee to choose a
course of action and
engage in certain behaviors

7
 3 Psychological forces that cause a person to act …

direction and level of

focus of persistence
behavior effort
positive - a
person is
continual high
dependable, high
effort
creative, helpful,
timely

Negative –late,
absent, gives up, works
does just enough
withdraws, low sometimes
performance
Motivation requires ....

...discovering and understanding

employee d_________ and n ______

...clear goals to achieve

...positive performed for the

organization acts need to be reinforced

9
 A Model of Motivation
Potential Performance = Ability × Motivation (willingness)

Environment Opportunity

Needs &
Tension Effort Performance Rewards
Drives

Goals &
Ability
incentives

Need satisfaction

5-10
Categories of Motivation
Theories

Content focus on profiling the needs that

Theories people seek to fulfill

Process focus on people’s thought or

Theories cognitive processes

Reinforcement emphasize controlling behavior

Theories by manipulating its consequences

11
... Understanding
employee needs is
important...
 Motivational Drives
• People develop certain
motivational drives resulting
from the cultural environment

• David McClelland of Harvard

University developed three of
the more dominant drives

13
 A drive to accomplish objectives
Achievement and get ahead

Affiliation A drive to relate to people

effectively

Power A drive to influence people and

situation
 Achievement Motivation

 Achievers work hard when

• They will receive personal credit for

effort
• The risk of failure is only moderate
• They receive feedback about past
performance

5-16
Achievement Motivation

5-17
 Affiliation Motivation
• People with affiliation motives
o Work better when complimented for favorable
attitudes and cooperation

o Surround themselves with likable people

o Have trouble assigning challenging tasks, directing

activities, monitoring effectiveness

o May have trouble getting things done

5-18
 Power Motivation

• A drive to influence people, take control,

and change situations

o Positive or negative

o organization or personal

5-19
How Do Managers can
Apply the Drives?

• Observe employee
behavior to
determine how
employees respond

• Identify strongest
motivational drive
 Human Needs
• When a machine malfunctions, people recognize
it needs something

• For improvement to occur, the operator requires

skilled and professional care

• When people are treated as well as we do

machines, we would have more productive and
satisfied workers

5-21
John Newstrom Organizational Behavior 13th edition mcc 2011
 Types of Human Needs

1. Basic Primary Needs

2. Secondary Needs

5-22
John Newstrom Organizational Behavior 13th edition mcc 2011
 Types of Human Needs

1. Basic Primary Needs

• Includes food, water, sleep, air
• Universal
• May vary in strength
• Conditioned by social practice

5-23
John Newstrom Organizational Behavior 13th edition mcc 2011
 Types of Human Needs

2. Secondary Needs
• More vague; represents needs of the mind and spirit
rather than physical body
• Develop as people mature
• Includes self-esteem, sense of duty, competitiveness,
affection, self-assertion
• Nearly any management action will affect secondary
needs

5-24
John Newstrom Organizational Behavior 13th edition mcc 2011
 Human Needs (cont’n)
 Key conclusions about secondary needs:
• Strongly conditioned by experience
• Vary in type and intensity
• Subject to change across time
• Work in combination and influence each other
• Often hidden from conscious recognition
• Vague feelings, not specific physical needs
• Influence behavior in powerful ways

5-25
Maslow’s Hierarchy Needs

Self-Actualization
Esteem and Status
Belonging and Social
Safety and Security
Physiological

5-26
Maslow’s Hierarchy Needs

Belonging and Social

Safety and Security
Physiological

5-27
 Hierarchy Needs

 Today’s managers must…

• Identify and accept employee needs
• Recognize that needs differ among
employees
• Offer satisfaction for currently unmet
needs
• Realize that giving more of the same
reward may have diminishing impact
on motivation

5-28
 Herzberg’s Two-Factor Theory

Maintenance Factor - work condition related to

dissatisfaction caused by discomfort or pain
 contributes to employee’s feeling not dissatisfied

 contributes to absence of complaints

 foundation to create reasonable motivation

Motivation Factor - work condition related to the

satisfaction of the need for psychological growth
 job enrichment

 leads to superior performance & effort

 Maintenance & Motivation
Theory of Motivation
Motivation factors
• Company policy increase job satisfaction
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status • Achievement
• Security • Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
Maintenance factors
avoid job
dissatisfaction
 Herzberg Two-Factor Model
 Effects of Maintenance and Motivational Factors

High negative High positive

feelings Neutral feelings

(Absence) Maintenance factors (Presence)

(Absence) Motivational factors (Presence)

 Alderfer’s ERG Theory

SA Growth
Esteem

Love (Social)
Relatedness
Safety & Security
Existence
Physiological
 Alderfer’s ERG Theory

 Growth needs
 Desire for continued personal growth and development

 Relatedness needs
 Desire for satisfying interpersonal relationships

 Existence needs
 Desire for physiological and material well-being
Organizational Behavior Modification

 OB Mod is the systematic reinforcement of

desirable work behavior and the nonreinforcement
or punishment of unwanted work behavior

 Law of Effect - a person repeats behavior that

has positive results; stops behaviors that have
negative results

5-35
 OB Mod - Law of Effect

 2 Key Conditions
• Consequences must make sense
• Person must see connection between behavior and
consequences

 Uses four basic strategies:

• Positive reinforcement
• Negative reinforcement
• Punishment
• Extinction

5-36
 Four Consequences of OB Mod

Positive
Application Punishment
reinforcement

Manager’s use

Negative
Withdrawal Extinction
reinforcement

Negative Positive
Nature of consequence 5-37
 favorable consequences that accompanies
Positive
behavior and encourages a repetition of
Reinforcement the behavior (e.g. high quality of work)

Example: An employee receives a plaque of recognition (favorable

consequences) for a job well done (behavior).

Negative occurs when a behavior is accompanied by

Reinforcement removal of unfavorable consequences

Example: Jose submits sales report on time (behavior) in order to

avoid his supervisor from nagging (unfavorable consequences).
 administration of an unfavorable
Punishment consequences that discourages certain
behavior

Example: Edith is sent to a sales training (unfavorable consequence)

due to her failure to meet the quota for three months (behavior).

withholding of significant positive

Extinction consequences that were previously
provided for desirable behavior

Example: Rene did not receive a P3,000 gift check (withholding of

positive consequence) as he usually claims because of one incidence
of late for the current month (behavior).
Thoughts to Ponder

“I‟m called „the poorest

president‟, but I don‟t feel poor.
Poor people are those who only
work to try to keep an expensive
lifestyle, and always want more
and more.”

Jose Mujica,
President of Uruguay
Thoughts to Ponder

He shuns
presidential
mansion and lives
in his modest
farmhouse..
Thoughts to Ponder
 Vroom’s Expectancy Theory
• It suggests that individuals can be motivated if they
believe that:
• There is a positive correlation between efforts and
performance
• Favorable performance will result in a desirable reward
• The reward will satisfy an important need
• The desire to satisfy the need is strong enough to make
the effort worthwhile
 VROOM - The Expectancy Model

Motivation = Valence × Expectancy ×

Instrumentality
 Valence = reward preference
from “I don’t care about the reward” to “I prefer to
have the reward”

 Expectancy = belief that effort will complete

task
from” I can’t do it” to “I can do it perfectly”

 Instrumentality = reward probability

from ”I get the reward if I give excellent performance” to
“There is no relation between reward and performance”

5-45
John Newstrom Organizational Behavior 13th edition mcc 2011
 Valence, Expectancy, Instrumentality

Strong Strong
Indifference preference
avoidance
Valence
-1 0 +1

Low probability High probability

Expectancy 0 +1

Low probability High probability

Instrumentality
0 +1

5-47
 The Equity Model

 Content and process theories of motivation look at

the individual person

 Equity model compares their rewards (outcomes)

with their effort (inputs)

 People…
• Observe one another
• Judge one another
• Make comparisons

 Rewards Must seem to be “Fair”

5-48
 The Equity Model

• People gauge the fairness of their work outcomes in

relation to others

• Felt negative inequity

 Individual feels he/she has received relatively
less than others in proportion to work inputs

• Felt positive inequity

 Individual feels he/she has received relatively
more than others in proportion to work inputs

5-49
 Equity Model

Person's Person's
Inputs Outcomes

effort rewards

job difficulty fun at work

education pay
 The Equity Model Applied

 People
• Have different perceptions
• Work within several social systems
• May have multiple reference groups
• Have shifting standards
• Have an upward orientation
• Have personal egos
• Are subject to equity sensitivity
• Need to see equal process

5-51
John Newstrom Organizational Behavior 13th edition mcc 2011
 Motivational Models

† All have strengths and weaknesses

† All add to understanding of motivational
process
† New models mainly cognitive
† Must be adapted to the situation
† Blending of many models is useful

5-52
 Case Analysis: The Piano Builder
Ben Javier builds pianos from scratch. He is a consultant to a piano manufacturer.
He is on call and works out about one week and a month, including some
travel, to solve problems of customers. He also rebuilds about a dozen
grand pianos every year for special customers; but according to
Javier, the most satisfying part of his life is his hobby of building pianos from the
beginning. “It’s the part that keeps a man alive, “ he says. The challenge of
the work is what lures Javier onward. He derives satisfaction from
precision and quality, and he comments, “Details makes the difference.
When you cut a little corner here and a little corner there, you’ve cut a
big hole. A piano is like the human body; all the parts are important.”
Javier has a substantial challenge in making a whole piano. His worls combines skills in
cabinetmaking, metalworking, and engineering, with knowledge of acoustics and a keen ear
for music. It requires great precision, because a tiny misalignment would ruin a piano’s
tune. It also requires versatility. A keyboard must be balanced to respond to the touch of a
finger; the pinblock, on the other hand, must withstand up to 20 tons of pressure. In
addition, Javier had to make many of his own piano construction tools.
Javier has built 40 pianos in his 34-year career. Though construction takes nearly a year, he
sells his pianos at the modest price of a commercial piano. He is seeking not money but
challenge and satisfaction. He says, “The whole business is a series of closed doors. You
learn one thing, and ther’s another closed door waiting to be opened. “Javier says his big
dream is to build a grand piano: “It is one thing I haven’t done yet and want to do.”
QUESTIONS:
1. Discuss the nature of Javier’s motivation in building pianos. What are his drives and
needs? Would a behavior modification program affect his motivation? Why or why not?
What would be the effect of setting a goal of two pianos per year for him?
2. How could a manufacturer of pianos build the motivation Carillo has now into its
employees?