Questions OB

I. Motivation Related Theories

1. Maslow Needs Theory:

A- Physiological Needs:
Maslow suggested that the fi rst and most basic need people have is the need for survival: their physiological
requirements for food, water, and shelter. People must have food to eat, water to drink, and a place to call home before
they can think about anything else. If any of these physiological necessities is missing, people are motivated above all
else to meet the missing need.

B- Safety and Security Needs:

Safety is the feeling people get when they know no harm will befall them, physically, mentally, or emotionally; security
is the feeling people get when their fears and anxieties are low.

C-Love and Belongingness Needs:

These needs are met through satisfactory relationships— relationships with family members, friends, peers,
classmates, teachers, and other people with whom individuals interact. Satisfactory relationships imply acceptance by
others. Having satisfied their physiological and security needs, people can venture out and seek relationships from
which their need for love and belonging can be met.

D-Self-Worth and Self-Esteem Needs:

Once individuals have satisfactorily met their need for love and belonging, they can begin to develop positive feelings
of self-worth and self-esteem, and act to foster pride in their work and in themselves as people. Before they can work
toward self-esteem, however, they must feel safe, secure, and part of a group such as a class in school.

E-The Need to Know and Understand

According to Maslow’s hierarchy, this motivation cannot occur until the deficiency needs have been met to the
individual’s satisfaction. As you can imagine, the need to know and understand is a primary area of focus for education
and is a topic on which we will concentrate.

F-Aesthetic Needs:
Aesthetics refers to the quality of being creatively, beautifully, or artistically pleasing; aesthetic needs are the needs to
express oneself in pleasing ways. Decorating your living room, wrapping birthday presents attractively, washing and
waxing your car, and keeping up with the latest styles in clothing are all ways of expressing your aesthetic sense.

G-The Needs for self-Actualization:

At the top of the pyramid is the need for self-actualization, which is a person’s desire to become everything he or she is
capable of becoming—to realize and use his or her full potential, capacities, and talents.
2.HerzbergTheory-TwoFactorTheory

Leading to Dissatisfaction Leading to Satisfaction

Company policy Achievement

 Supervision  Recognition
 Relationship w/Boss  Work itself
 Work conditions  Responsibility
 Salary  Advancement
 Relationship w/Peers  Growth
3. McGregorTheory: X-YTheory

Theory X

Theory X assumes that the average person:

 Dislikes work and attempts to avoid it.
 Has no ambition, wants no responsibility, and would rather follow than lead.
 Is self-centered and therefore does not care about organizational goals.
 Resists change.
 Is gullible and not particularly intelligent.
Essentially, Theory X assumes that people work only for money and security.

Theory Y

The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied.
As such, it is these higher-level needs through which employees can best be motivated.
Theory Y makes the following general assumptions:
 Work can be as natural as play and rest.
 People will be self-directed to meet their work objectives if they are committed to them.
 People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment.
 Under these conditions, people will seek responsibility.
 Most people can handle responsibility because creativity and ingenuity are common in the population.
4. Hawthorne Effect Theory
The Hawthorne effect is a change in the trial participants’ behavior or outcomes that is not directly attributable to the
therapeutic treatment regimen received but simply to the awareness of being in a research study. In particular, the
Hawthorne effect is a motivational response to the interest, care, and attention received through observation and
assessment.
5. Expectancy Theory

Expectancy theory is a cognitive process theory of motivation that is based on the idea that people believe there are
relationships between the effort they put forth at work, the performance they achieve from that effort, and the rewards
they receive from their effort and performance. In other words, people will be motivated if they believe that strong effort
will lead to good performance and good performance will lead to desired rewards.

Expectancy theory is based on four assumptions (Vroom, 1964).

One assumption is that people join organizations with expectations about their needs, motivations, and past experiences.
These influence how individuals react to the organization.

A second assumption is that an individual’s behavior is a result of conscious choice. That is, people are free to choose
those behaviors suggested by their own expectancy calculations.

A third assumption is that people want different things from the organization salary, job security, advancement, and
challenge).

A fourth assumption is that people will choose among alternatives so as to optimize outcomes for them personally.
The expectancy theory based on these assumptions has three key elements: expectancy, instrumentality, and valence. A
person is motivated to the degree that he or she believes that (a) effort will lead to acceptable performance (expectancy),
(b) performance will be rewarded (instrumentality), and (c) the value of the rewards is highly positive (valence).
 II. Attitude-Performance Matrix
Attitude-Performance Matrix is involved in four types.
a- High Attitude and Performance: this is the degree to which a person is curious, original, intellectual,
creative, and open to new ideas. People high in openness seem to thrive in situations that require flexibility
and learning new things. They are highly motivated to learn new skills, and they do well in training
settings. They also have an advantage when they enter into a new organization. Their open-mindedness
leads them to seek a lot of information and feedback about how they are doing and to build relationships,
which leads to quicker adjustment to the new job. When given support, they tend to be creative. Open
people are highly adaptable to change, and teams that experience unforeseen changes in their tasks do well
if they are populated with people high in openness.
b- High attitude but low performance: this refers to the degree to which a person is outgoing, talkative,
sociable, and enjoys socializing. Part of this success comes from preparation, as they are likely to use their
social network to prepare for the interview. They actively seek information and feedback and build
effective relationships, which helps them adjust. Interestingly, extraverts are also found to be happier at
work, which may be because of the relationships they build with the people around them and their easier
adjustment to a new job. However, they do not necessarily perform well in all jobs; jobs depriving them of
social interaction may be a poor fit. Moreover, they are not necessarily model employees. For example,
they tend to have higher levels of absenteeism at work, potentially because they may miss work to hang out
with or attend to the needs of their friends.
c- Low attitude but high performance: They are less likely to show the positive behaviors. Moreover,
people who are disagreeable are shown to quit their jobs unexpectedly, perhaps in response to a conflict
with a boss or a peer. People high in this are also likely to engage in constructive and change-oriented
communication. Disagreeing with the status quo may create conflict. However, this also refers to the degree
to which a person is organized, systematic, punctual, achievement-oriented, and dependable.
Conscientiousness is the one personality trait that uniformly predicts how high a person’s performance will
be across a variety of occupations and jobs. Once they are hired, conscientious people not only tend to
perform well, but they also have higher levels of motivation to perform, lower levels of turnover, lower
levels of absenteeism, and higher levels of safety performance at work.
d- Low attitude and low performance: this refers to the degree to which a person is anxious, irritable,
temperamental, and moody. They have a tendency to have emotional adjustment problems and habitually
experience stress and depression. For example, they have trouble forming and maintaining relationships
and are less likely to be someone people go to for advice and friendship. They tend to be habitually
unhappy in their jobs and report high intentions to leave, but they do not necessarily actually leave their
jobs. Being high in Neuroticism seems to be harmful to one’s career, as these employees have lower levels
of career success (measured with income and occupational status achieved in one’s career). Finally, if they
achieve managerial jobs, they tend to create an unfair climate at work.
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*Employee grievance (from Asia Pacific International College-APIC)
1. What is a Grievance?
A grievance is any type of problem, concern or complaint related to an employee’s work or the work environment. A
personal grievance can be about any act, behavior, omission, situation or decision impacting on an employee, that the
employee thinks is unfair or unjustified.
A grievance can relate to almost any aspect of employment, for example:
•  Safety in the workplace
•  Staff development or training
•  Leave allocation
•  Supervision
•  Rosters or hours of work
•  Performance appraisal
•  Transfer or promotion
•  Wage or salary levels

2. Dealing with Grievances

APIC recognizes that an employee may not perform to the best of their ability if they feel they are being treated
unfairly or are feeling aggrieved. Accordingly, APIC will endeavor to provide a fair and just working environment, by
aiming to ensure that employees have access to processes for the resolution of genuine personal grievances related to
the workplace.
As such, APIC will use its reasonable endeavors to:
• encourage staff to come forward with personal grievances;
• deal with personal grievances in a supportive way, without victimization or intimidation of any person
connected with the grievance; encourage fairness, impartiality and the resolution of personal grievances as
reasonably promptly and as close as possible to the source of the grievance; and
• have managers and supervisors seek to prevent and resolve personal grievances.
• Where a personal grievance arises, APIC will endeavor, if appropriate, to resolve the dispute in line with the
following procedure.
3-Preliminary Steps
3.1 Attempt to resolve the grievance directly
If the employee feels comfortable in doing so, they should attempt to address the issue directly with the person(s)
involved in the grievance. The employee may find the other person was not aware of their grievance and the matter
can be resolved directly.
3.2 Report the grievance to management
If the employee does not feel comfortable talking to the person(s) involved, or they have tried to and it was ineffective
in resolving the grievance, or if there is no other person involved in the grievance, the employee should report the
grievance in the first instance to their line-manager.
After reporting a grievance, the line- Manager will use reasonable endeavours to conduct an initial meeting with the
employee to:
•  obtain information about the employee’ s personal grievance and what they consider will resolve it;
•  explain how the personal grievance procedure works; and
•  decide if they are the appropriate person to handle the grievance. This includes considering whether they
have the necessary authority and can deal with the grievance in an impartial manner. If the line-manager feels they
cannot effectively handle the employee’s personal grievance they will refer the matter to the HR Manager or another
more appropriate supervisor.
4- Step 1 - Informal Procedure
A range of informal actions can often resolve the grievances. Such actions will depend on the individual circumstances
of the grievance. Possible actions include, but are not limited to:
• the line-manager discussing the issue with the person against whom the complaint is made; and/or
• the line-manager facilitating a meeting between the parties in an attempt to resolve the issue and move
forward.

Many personal grievances are able to be resolved through the informal procedure. However, in circumstances where
the line-manager considers the informal procedure is not appropriate, and the grievance is sufficiently serious, the
grievance may be escalated to the next stage – more formal procedures.
Step 2 - Formal Procedures
The step involves a formal investigation of the grievance and a decision about appropriate actions and outcomes. In
the first instance, this will be undertaken by the HR Manager.
The investigation generally involves collecting information about the grievance and then making a finding based on
the available information. Once a finding is made, the HR Manager will make recommendations about the grievance.
Step 3 – Appeal
If the employee is dissatisfied with the outcome of the formal investigation, they may appeal the decision to the
President.