14e
Organizational
Behavior
Human Behavior at
Work
Chapter Five
Motivation
John W. Newstrom
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Outline
Definition
A Model of Motivation (Fig. 5.1)
Motivational Drivers
Achievement Motivation
Affiliation Motivation
Power Motivation
Managerial application of the Drivers
Human Needs
Types of Needs
Maslow’s Hierarchy of Needs
Goal Setting
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Motivation
Indicators of employee motivation
Engagement and commitment
Satisfaction and turnover
Work motivation: Result of a set of internal and
external forces that cause an employee to:
Choose an appropriate course of action
Engage in certain behaviors
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Motivation
Work motivation elements that interest employers
Direction and focus of the behavior
Level of the effort
Persistence of the behavior
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Factors that Demotivate
Employees
Tolerating poor performance
Leveling unjustified criticism at
employees
Not providing clear expectations
Making false promises of incentives
Showing favoritism
Hours spent in unproductive meetings
5
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Figure 5.1 - A Model of
Motivation
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A Model Of Motivation
Potential performance (PP) is a product of ability (A)
and motivation (M)
PP = A x M
High-energy workers: Employees who are alert,
spirited, and enthusiastic
Feel vitalized and are eager to act
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A Model Of Motivation
Fatigued workers: Employees who act tired, sluggish,
and feel emotionally depleted
Personal strategies for energy management
Learning and relationship development
Finding meaning at work
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Motivational Drives
Drives: Strong desires for something
Product of the cultural environment
Affect people’s:
Perspectives of their jobs
Approach to life
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Achievement Motivation
Drive to accomplish objectives and get ahead
Achievers work hard when:
They receive personal credit for their effort
Risk of failure is only moderate
They receive feedback about past performances
Characteristics of achievers
Take responsibility for their actions and results
Control their destiny
10
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Affiliation Motivation
Seek regular feedback
Enjoy winning individually or as a team
Drive to relate to people on a social basis
Affiliation-oriented managers have difficulty:
Assigning challenging tasks
Directing work activities
Monitoring work effectiveness
11
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Difference between
Achievement-motivated
Employees and Affiliation-
motivated Employees
Achievement- Affiliation-motivated
motivated employees employees
• Work better when • Work better when
supervisors provide they receive
detailed evaluations recognition
• Choose technically • Surround themselves
capable assistants with friends and
likable people
12
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Power Motivation
Drive to influence people, take control, and change
situations
Can be constructive or destructive in nature
Institutional power - Need to influence others’ behavior
for the good of the whole organization
Personal power - Need to influence others’ behavior for
personal gains
13
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Managerial Application of the Drives
Observe employees’ behavior to determine what they
will respond to
Identify their strongest motivational drive
Communicate to each particular employee’s needs
14
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Human Needs
Primary needs: Basic physical needs
Universal
Vary in intensity from person to person
Conditioned by social practice
Secondary needs: Social and psychological needs
Develop as people mature
Get affected by manager’s plans
15
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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
Are hidden from conscious recognition
Are vague feelings
Influence behavior in powerful ways
16
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Maslow’s Hierarchy of Needs
Human needs arranged according to their importance
Lower-order needs: First and second level needs
First-level needs - Basic survival and physiological needs
for food, air, water, and sleep
Second-level needs - Bodily safety and economic security
needs
Higher-order needs: Top three needs
Love, belonging, and social involvement at work
17
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Maslow’s Hierarchy of Needs
Esteem and status needs
Self-actualization: Ongoing process of becoming all that
one is capable of becoming
Interpretations
People have a variety of needs they wish to satisfy
All need levels are often partially satisfied
Gratified needs are not as strongly motivating as unmet
needs
18
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Maslow’s Hierarchy of Needs
Managers must:
Identify and accept employee needs
Realize that needs may differ among employees
Limitations
Difficult to study and not fully verified
Providing opportunities for self-actualization to all
employees is difficult
The five need levels have not been established as unique
19
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Goals
Targets and objectives for future performance
Help focus employees’ attention
Encourage better planning for the allocation of critical
resources
Illustrate the value of persistent effort
Stimulate the preparation of action plans
20
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Goal Setting
Motivational process that creates a discrepancy
between current and expected performance
Self-efficacy: Internal belief regarding one’s job-
related capabilities and competencies
Judged on a specific task or across a variety of
performance duties
21
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Figure 5.7 - Tips for Building
Employee Self-efficacy
22
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Elements of Goal Setting
Goal acceptance
• Obtained by allowing employees to participate in the goal-
setting process
Specificity
• Specific goals provide focus and allow employees to measure
their own progress
Challenge
• Difficult yet achievable goals make employees work harder
Performance monitoring and feedback
• Performance monitoring: Observing behavior, inspecting
output, or studying performance indicators
• Performance feedback: Timely provision of data or judgment
regarding task-related results 23
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