Professional Documents
Culture Documents
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Maslows Needs Hierarchy Maslows Contribution to
Theory Motivation
Seven categories five in a Need to Holistic perspective
know
hierarchy -- capture most Self- Study multiple needs
needs actual-
ization Need for
together
beauty
Lowest unmet need is Esteem
Humanistic perspective
strongest -- when satisfied, Influence of social
next higher need becomes Belongingness
dynamics, not just instinct
primary motivator
Positive perspective
Model lacks empirical support Safety Self-actualization (growth
Main problem: Needs needs)
hierarchy is unique to each Physiological Foundation of positive OB
person, not universal Abraham Maslow
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Drive to Drive to
Bond Mental skill set resolves Bond Mental skill set resolves
Goal-directed Goal-directed
competing drive demands choice and effort competing drive demands choice and effort
Drive to Drive to
Comprehend Comprehend
Drive to Drive to
Defend Defend
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Expectancy Theory of
Four Drive Theory Implications Motivation
Outcome 3 +/
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Reinforcing Behavior
Four OB Mod Consequences Through Gamification
Positive reinforcement when Deloitte Touche Tohmatsu
reinforcer (consequence) is
employees earn badges for
introduced, the behavior is
increased/maintained documenting meetings and
Punishment when introduced, completing online learning
the frequency or probability of modules. Earned badges are
the behavior decreases posted on leader boards, which
Negative reinforcement when further motivates them through
this consequence is removed,
friendly competition and status.
behavior is increased/maintained
Extinction behavior decreases
when no consequence occurs
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Social Cognitive Theory Effective Goal Setting Features
Learning behavior outcomes Specific What, how, where, when, and with whom the
task needs to be accomplished
Observing consequences that others experience
Anticipate consequences in other situations Measurable how much, how well, at what cost
We engage in intentional, purposive action Exciting employee commitment, not just compliance
We set goals, set standards, anticipate
consequences Reviewed feedback and recognition on goal progress
and accomplishment
We reinforce our own behavior (self-reinforcement)
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Characteristics of Effective
Balanced Scorecard Feedback
Organizational-level goal setting and Specific connected to goal details
feedback
Relevant Relates to persons behavior
Usually financial, customer, internal, and
Timely links actions to outcomes
learning/growth process goals
Credible trustworthy source
Several goals within each process
Sufficiently frequent
Employees knowledge/experience
Task cycle
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Organizational Justice Equity Theory
Distributive justice Your Own Comparison Others
Perceived fairness in Outcome/Input Ratio Outcome/Input Ratio
outcomes we receive
relative to our contributions
Own outcomes Others outcomes
and the outcomes and
Compare
contributions of others own ratio with
Others ratio
Procedural justice Own inputs Others inputs
Perceived fairness of the
procedures used to decide
the distribution of resources
Perceptions of
equity or inequity
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Procedural Justice
Perceived fairness of procedures used to
decide the distribution of resources
Higher procedural fairness with:
Voice
Unbiased decision maker
Decision based on all information
Existing policies consistently
Decision maker listened to all sides
Those who complain are treated respectfully
Those who complain are given full explanation
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