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Organizational Behaviour

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Presented toSir Tisman Pasha

Presented byMuhammad Taha

Khan07-06

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Contemporary Theories

of Motivation

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INTRODUCTION• Motivation is the result of the interaction of the individual

and the situation.

• Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.

• The level of motivation varies both between individuals and within individuals at different times.

• Motivation works best when individual needs are Motivation works best when individual needs are compatible with organizational goals.

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EARLY THEORIES OF MOTIVATION

• 1950’s: – Hierarchy of needs theory– Theories X and Y– The two-factor theory.

• They represent a foundation from which contemporary theories have grown.

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Contemporary Theories of Motivation

• Mc Clelland’s Theory of Needs• Cognitive Evaluation theory• Goal-Setting Theory • Self-Efficacy Theory

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McClelland’s Theory of Needs

• There are three major acquired needs that are major motives in work.

– Need for achievement (nAch)The drive to excel and succeed

– Need for power (nPow)The need to influence the behavior of others

– Need of affiliation (nAff)The desire for interpersonal relationships

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Cognitive Evaluation Theory• Introduction of extrinsic rewards for work effort that

was previously intrinsically rewarding tends to decrease overall motivation.

• When extrinsic rewards are given to someone for performing an interesting task, it causes intrinsic interest in the task itself to decline.

• Extrinsic rewards that are verbal increase intrinsic motivation.

• Self-Concordance

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GOAL-SETTING THEORY

• Proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals.

• Goals tell an employee what needs to be done and how much effort will need to be expended.

• An individual is committed to the goal when he believes he can achieve the goal, and wants to achieve it.

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Goal Setting Theory

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MBO PROGRAMSPutting Goal-Setting Theory into Practice• Converting overall organizational objectives into specific

objectives for organizational units and individual members.• Four ingredients common to MBO programs:– Goal specification.– Participation in decision making.– An explicit time period.– Performance feedback.

• Failures may come from:– Unrealistic expectations regarding results.– Lack of commitment by top management.– Cultural incompatibilities.

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Self-Efficacy Theory

• Refers to an individual’s belief that he or she is capable of performing a task.

• Individuals with high self-efficacy seem to respond to negative feedback with increased effort and motivation s compared to those with low self-efficacy.

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Ways to Increase Self-Efficacy

• Four ways to increase self-efficacy– Enactive mastery– Vicarious modeling– Verbal persuasion– Arousal

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Joint Effects of Goals & Self-Efficacy on Performance

Individual has confidence that given level of performance

will be attained(Self-Efficacy)

Individual has higher level of job

or task performance

Manager Sets difficult, specific

goals for job or task

Individual sets higher personal (self-set)

goals for their performance

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