organizational behaviour
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Organizational Behaviour. Presented to Sir Tisman Pasha Presented by Muhammad Taha Khan 07-06. Contemporary Theories of Motivation. INTRODUCTION. Motivation is the result of the interaction of the individual and the situation . - PowerPoint PPT PresentationTRANSCRIPT
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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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