Ob Lecture 3-4

Front 1

Three-Component Model of
Creativity

Back 1

Front 2

What Is Motivation?

Back 2

The processes that accounts for an individual’s intensity, direction, and
persistence of effort toward attaining a organizational goal
Intensity – the amount of effort put forth to meet the goal
Direction – efforts are channeled toward organizational goals
Persistence – how long the effort is maintained

Front 3

Maslow’s Hierarchy of Needs Theory

Back 3

Front 4

Douglas McGregor’s X & Y

Back 4

Front 5

Herzberg’s Two-Factor Theory

Back 5

Front 6

McClelland's Theory of Needs

Back 6

Need for Achievement (nAch)
The drive to excel
Need for Power (nPow)
The need to make others behave in a way they would not have behaved otherwise
Need for Affiliation (nAff)
The desire for friendly and close interpersonal relationships

Front 7

Contemporary Theories of Motivation:

Self-Determination Theory

Back 7

People prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed motivation will decrease

One example is the Cognitive Evaluation Theory proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation.

Verbal rewards increase intrinsic motivation, while tangible rewards undermine it

Front 8

Contemporary Theories of Motivation:

Goal-Setting Theory

Back 8

Goals increase performance when the goals are:
Specific
Difficult, but accepted by employees
Accompanied by feedback (especially selfgenerated
feedback)
Contingencies in goal-setting theory:
Goal Commitment – public goals better!
Task Characteristics – simple & familiar better!
National Culture – Western culture suits best!

Front 9

Contemporary Theories of Motivation:

Management by Objectives (MBO)

Back 9

Converts overall organizational objectives into
specific objectives for work units and individuals
Common ingredients:
Goal specificity
Explicit time period
Performance feedback
Participation in decision making

Front 10

Contemporary Theories of Motivation:

Self-Efficacy or Social Learning Theory

Back 10

Individual’s belief that he or she is capable of performing a task
Self-efficacy increased by:
Enactive mastery – gain experience
Vicarious modeling – see someone else do the task
Verbal persuasion – someone convinces you that you have the skills
Arousal – get energized

Front 11

Contemporary Theories of Motivation:

Equity Theory

Back 11

Employees weigh what they put into a job situation (input) against what they get from it (outcome).

They compare their input-outcome ratio with the input outcome ratio of relevant others.

Front 12

Equity Theory: Forms of Justice

Back 12