Is The Result of The Interaction Between An Individual and A Situation

Is the result of the interaction
between an individual and a

situation.
Is the process that accounts for an
individuals intensity , direction and
persistence of effort toward attaining goal.
Is the willingness to do something and is
conditioned by this actions ability to satisfy
some need for the individual.
Is a process that starts with a need that
activates a behavior or a drive that is aimed
at a goal or incentive.
Esteem needs: external factor- status, recognition and attention
internal factor- self-respect, autonomy and achievement
Lower order needs- Needs that are satisfied
externally, such as physiological and safety
needs.
Higher order needs- Needs that are satisfied
internally such as social, esteem and
actualization.
Theory X, managers believe that employees
inherently dislike work and therefore be
directed or even coerced into performing it.
Theory Y, managers assume that employee
can view work as natural as rest or play ,
therefore the average person can learn to
accept, and even seek responsibility.

Theory X assumes lower order need dominates
individual where as in Theory Y assumes
higher order need dominates.
Believing that an individuals relation to work
is basic and that ones attitude towards work
can very well determine success or failure.
Traditional view
Satisfaction -------------Dissatisfaction
HERZBERGS VIEW
Motivators
Satisfaction------------No satisfaction.
Hygiene Factors
No dissatisfaction------Dissatisfaction.
N Ach-is the drive to excel.
-doing better than competitors.
-attaining or supervising a difficult goal.
-solving a complex problem.
-carrying out a challenging assignment
successfully.
-set moderately challenging goals.

nPow-need to make others behave in a way
in which they would not have behaved
otherwise.
-controlling people and activities.
-being in position of authority over others.
-gaining control over resource and
information
nAff-is the desire for friendly and close
interpersonal relationships.
-being accepted as a part of a group or team.
-working with people who are cooperative
and friendly.
-maintaining harmonious relationship and
avoiding conflicts.
Relying on extensive amount of research
prediction of the relationship between
achievement need and job performance.
When jobs have a high degree of personal
responsibility and feedback ,an intermediate
degree of risk , high achievers are strongly
motivated.
nAch does not necessarily make some one a
good manager especially in large
organization . High achievers are personally
interested in how well they do and do not
influence others to do well.
NAff and nPow tend to be closely related to
managerial success, the best managers are
high in need for power and low in need for
affiliation.

High power motive may be a requirement for
Managerial effectiveness.
Theory that is concerned with the
beneficial effects of intrinsic motivation and
the harmful effects of extrinsic motivation.
Extrinsic rewards that are verbal(receiving
praise from supervisor or co worker) or
tangible rewards(money) can actually have a
different effects on individuals intrinsic
motivation .That is verbal rewards increase
intrinsic motivation where as tangible
rewards undermine it . When people are told
they will receive a tangible reward , they
count on it and focus more on reward than
the task.
The degree to which a persons reason for
pursuing a goal is consistent with the
persons interest and core values.
Example-If individuals pursue goals because of
an intrinsic interest, they are likely to attain
their goals and are happy even if they do no
attain them ,because the process of striving
towards them is fun . In contrast, people
who pursue goals for extrinsic reason (money
, status) are less likely to attain their goals
and are less happy even when they do
achieve them , reason being the goals are
less meaningful to them.
People who pursue work goals for intrinsic
reasons are more satisfied with their jobs,
feel like they fit into their organization
better and may perform better.
Implications for you
Choose your job carefully.
Employees who feel that what they do is
within their control and a result of free
choice are likely to be more motivated by
their work and committed to their
employers.
A theory that says that specific and difficult
goals with feed back, lead to higher
performance.
Intentions to work toward a goal are a major
source of work motivation that is a goal tells
an employee what needs to be done and how
much effort will need to be expended.
Three factors have been found to influence
the goal performance relationship: goal
commitment ( locus of control) ,task
characteristics , and national culture.
A program that encompasses specific goals
participatively set, for an explicit time
period , with feedback on goal progress.

An individuals belief that he or she is capable
of performing a task.
The higher your self-efficacy ,the more
confidence you have in your ability to
succeed in a task.
Four ways to increase self-efficacy:
1. Enactive mastery.
2. Vicarious modeling
3. Verbal persuasion
4. Arousal leads to an energized state which
drives a person to complete a task.
A theory that says behavior is a function of
its consequences, Social learning.
Any consequences that ,when immediately
following a response, increases the
probability that the behavior will be
repeated.
Processes of social learning:
Attentional processes
Retention processes
Motor reproduction processes
Reinforcement processes
A theory that says that individuals compare their
jobs inputs and outcomes with those of others
and then respond to eliminate any inequities.
When employee perceive inequity, he will make
one of the six choices:
Change their input
Change their outcomes
Distort perception of self
Distort perception of others
Choose a different referent
Leave the field
1. Given payment by time , over rewarded
employees will produce more than will
equitably paid employees.

2. Given payment by time , under rewarded
employees will produce less or poor quality
of output.

3. Given payment by quantity of production
over rewarded employees will produce fewer
but higher quality units than will equitably
paid employees.
4.Given payment by quantity of production
under rewarded employees will produce a
large number of low quality units in
comparison with equitably paid employees.
Organizational justice: Perceived fairness of
the amount and allocation of rewards among
individuals.

Organizational justice
1. Distributive justice
2. Procedural justice
3. Interactional justice
The key to Expectancy theory is the
understanding of an individuals goals and
linkage between effort and performance,
between performance and rewards and the
rewards and individual goal satisfaction.

Individual effort---Individual performance---
organization reward-----personal goals.

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