Subject
Topic
Name of reporter :
I.
Human Behavior in Organization
Models of Organizational Behavior
Butial, Melany P.
Models of Organizational Behavior
A. Autocratic Model - Relies on power
B. Custodial Model (Paternalism) - Depends on economic resources
(money)
C. Supportive Model - Relies on leadership
D. Collegial Model - Work as a team
E. System Model - Based on trust and self-motivation
II.
Motivation
It is the willingness to exert high levels of effort to reach
organizational goals, conditioned by the efforts ability to satisfy
some individual need.
A. The Motivation Process
Unsatisfied need
Tension
Drives
Satisfied need
Search Behavior
Tension
B. Early Theories
1.
Maslows Hierarchy of Needs Theory
a. Physiological Needs
b. Safety Needs
c. Social Needs
d. Esteem Needs
e. Self-Actualization
2.
McGregors Theory X and Theory Y
a. McGregor Theory X
- Dislike work
- Must be coerced
- Shirk responsibility
- Security most important
- Little ambition
b. McGregor Theory Y
Reduction of
c.
d.
e.
f.
Work is natural
Self direction & self control
Average person can accept RESPONSIBILITY
Ability to make good decisions is widely dispersed
through the population
Theory X and Theory Y Assumption
Theory X
Theory Y
Employees
inherently
dislike Employees view work as being as
work and will attempt to avoid natural as rest or play
it, whenever possible
Employees must be coerced, Employees
will
exercise
self-
controlled, or threatened with direction and self-control if they are
punishment to achieve desired committed to the objectives
goals
Employees
will
responsibilities
formal
shirk The average person can learn to
and
direction
seek accept, and even seek, responsibility.
whenever
possible
Most workers place security The ability to make good decisions is
above
all
other
factors widely
dispersed
through
the
associated with work and will population and isnt necessarily the
display little ambition.
3.
sole ability of managers.
Herzberg s Motivation Hygiene Theory
a. Herzberg Hygiene Factors
- Supervision
- Company Policy
- Relationship with Supervisor
- Relationship with Peers
- Relationship with Subordinates
- Personal Life
- Working Conditions
- Status
4.
- Security
b. Herzberg Motivators
- Achievement
- Recognition
- Work itself
- Responsibility
- Advancement
- Growth
Contemporary Theories
a. Three Needs Theory
- Needs for Achievement
- Needs for power
- Needs for Affiliation
b. Goal-Setting Theory
- Specific goals increase performance
- Difficult goals, when accepted, result in higher
performance
c. Reinforcement Theory
- Behavior is a function of its consequences
- Purpose directs actions
- Behavior is externally caused
- Reinforcers control behaviour
- Ignores goals, expectations, and needs
- Focuses on consequences of actions
d. Equity Theory
-
Compares inputs and outputs to others and
corrects inequities
Distorts their own or others I/Q
Induces others to change I/Q
Change own I/Q
Choose different comparison person
Quits the job
Payment by time: Over rewarded employees
produce more than those equitably paid
Payment by Qty: Over rewarded employees
produce
fewer,
but
higher
quality
than
equitably paid
-
Payment by time: Under rewarded employees
produce less, poorer quality
Payment by Qty: Under rewarded employees
produce
large
number,
low
quality
than
equitably paid employees
Perceived Ratio Comparison
Outcomes A
Outcomes B
Inputs A
Inputs B
Outcomes A
Outcomes B
Inputs A
Inputs B
Outcomes A
Outcomes B
Inputs A
Inputs B
Employees Assessment
Inequity (underrewarded)
Equity
Inequity (overrewarded)
e. Expectancy Theory
- Individual acts in a certain way based on the
-
expectation of outcome
Individual acts in a certain way based on the
effort involved
Individual acts in a certain way based on the
attractiveness of reward
Simplified Expectancy Model
A
Individual
Effort
Individual
Performance
Organizatio
nal
Individual
Legend
A = Effort-performance
B = Performance-reward linkage
C = Attractiveness
Designing Motivating Jobs
Job Enrichment
Job Enlargement
Job Characteristics Model
Guidelines for Job Redesign
Suggestion Action
Core Job Dimension
Combining Tasks
Skill variety
Forming natural work units
Task identity
Goals
Establishing client
relationship
Task identity
Vertical loading
Autonomy
Opening feedback channels
Feedback
C. Job Enrichment
Increases Job Depth
Degree of control people have over their work
D. Job Enlargement
Job Scope Vertical expansion of a job by adding planning and
evaluating responsibilities
E. Job Characteristics Model
1.
Skill Variety
2.
Task Identity
3.
Task Significance
4.
Autonomy
5.
Feedback
F. Motivating in Todays System
1.
Compressed work weeks
2.
Flexible Time
3.
Job Sharing
4.
Tele-commuting
G. Suggestions
1.
Recognize differences
2.
Match people to jobs
3.
Use goals
4.
Insure that goals are attainable
5.
Individualize rewards
6.
Link reward to performance
7.
Check the system for equity
H. Suggestions for Motivating Employees
1.
Recognize individual differences
2.
Match people to jobs
3.
Use goals
4.
Ensure that goals are perceived and attainable
5.
Individualize rewards
6.
Link reward to performance
7.
Check the system for equity
8.
Dont ignore money
