MGMT20001 Chapter Notes - Chapter 5: Organizational Behavior, Social Cognitive Theory, Work Unit
25 May 2018
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One of the four essential drivers of individual behaviour and performance
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Motivation refers to the forces within a person that affect the direction, intensity and persistence of
voluntary behaviour
Emotional involvement in, commitment to and satisfaction with the work
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High level of absorption in the work
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High self-efficacy
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Employee engagement is an individual's emotional and cognitive motivation, particularly a focused,
intense, persistent and purposive effort towards work-related goals
Higher quality customer service
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Lower employee turnover
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Higher profit margin growth
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More loyal customers
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Employee engagement predicts employee and work unit performance
15-20% are highly engaged in Australia and NZ, 60% are somewhat engaged, 20% have low
engagement or are actively disengaged (disruptive at work)
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Lowest levels of engagement in some Asian countries (Japan, China, South Korea) and some
European countries (Italy, Netherlands, France)
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Highest levels of engagement in the US, Brazil, India
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Challenge for organisational leaders
Goal setting
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Employee involvement
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Organisational justice
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Organisational comprehension
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Employee development opportunities
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Sufficient resources
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Appealing company vision
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Drivers of employee engagement
Employee Engagement
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For social interaction
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For competence or status
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For autonomy
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To know what's going on around us
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To defend ourselves against physiological and psychological harm
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Examples:
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Everyone has them
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They exist from birth
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Innate and universal
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Prime movers of behaviour because they generate emotions
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Drives are hardwired characteristics of the brain that correct deficiencies or maintain an internal
equilibrium by producing emotions to energise individuals
Motivational forces of emotions channelled towards particular goals to correct deficiencies or
imbalances
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Needs are the emotions of which we eventually become aware
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Needs are goal-directed forces that people experience
Individual differences in needs:
An individual's self-concept, social norms and past experience amplify or suppress drive-based
emotions, which results in stronger or weaker needs
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Everyone has the same drives but people develop different intensities of needs in a particular
situation
Socialisation and reinforcement can cause needs to be "learned"
Drives and emotions --> needs --> decisions and behaviour
Employee Drives and Needs
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Maslow's needs hierarchy theory is a motivation theory of needs arranged in a hierarchy, whereby
people are motivated to fulfil a higher need as a lower one becomes gratified
Physiological - need for food, air, water, shelter etc
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Safety - need for security and stability
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Belongingness/love - need for interaction with and affection from others
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Esteem - need for self-esteem and social esteem/status
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Self-actualisation - need for self-fulfilment and realisation of one's potential
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The model condenses and integrates drives into a hierarchy of five basic categories
Two innate drives that do not fit within the hierarchy - desire to know and desire for aesthetic
beauty
As a primary need is satisfied, the next higher need becomes the primary motivator
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Maslow proposed the strongest source of motivation is the lowest unsatisfied need at the time
Bottom four categories are deficiency needs - become activated when unfulfilled
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Self-actualisation is a growth need - continues to develop even when fulfilled
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As people experience self-actualisation, they desire more rather than less
Limits of needs hierarchy models:
People do not progress through the hierarchy as predicted
Fulfilment may only last for a brief period of time
People don't have the same hierarchy
Needs hierarchy may change over time
Holistic perspective - various needs should be studied together because human behaviour is
typically initiated by more than one need at the same time
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Human thoughts play a role in motivation
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Humanistic perspective - higher-order needs are influenced by personal and social influences,
not just instincts
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Positive organisation behaviour - focusing on the positive will improve organisational
success and individual wellbeing
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Positive perspective - concept of self-actualisation, suggesting that people are naturally
motivated to reach their potential
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Maslow's contribution to motivation theories:
Maslow's Needs Hierarchy Theory
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Document Summary
Motivation refers to the forces within a person that affect the direction, intensity and persistence of voluntary behaviour. One of the four essential drivers of individual behaviour and performance. Employee engagement is an individual"s emotional and cognitive motivation, particularly a focused, intense, persistent and purposive effort towards work-related goals. Emotional involvement in, commitment to and satisfaction with the work. Employee engagement predicts employee and work unit performance. 15-20% are highly engaged in australia and nz, 60% are somewhat engaged, 20% have low engagement or are actively disengaged (disruptive at work) Lowest levels of engagement in some asian countries (japan, china, south korea) and some. Highest levels of engagement in the us, brazil, india. Drives are hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energise individuals. To defend ourselves against physiological and psychological harm. Prime movers of behaviour because they generate emotions.
