New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here


by: Jessica Lynn

MANA. CH. 5 MANA 3318

Jessica Lynn

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

Chapter 5 Notes
Organization Behavior
Dr. Baldwin
Class Notes
25 ?




Popular in Organization Behavior

Popular in Business

This 5 page Class Notes was uploaded by Jessica Lynn on Monday March 21, 2016. The Class Notes belongs to MANA 3318 at University of Texas at Arlington taught by Dr. Baldwin in Spring 2016. Since its upload, it has received 10 views. For similar materials see Organization Behavior in Business at University of Texas at Arlington.


Reviews for MANA. CH. 5


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 03/21/16
Thursday, March 17, 2016 Chapter 5 Motivation At Work - Three Theories of Motivation internal - focus on variables within individual’s that lead to motivation and behavior • • process (won’t be focusing on this theory) • external - focus on elements in the environment that leads to motivation and behavior - Motivation - process of arousing and sustaining goal-directed behavior - Internal Theorists • Max Webe - protestant work ethic; believed that hard work would get you to heaven • Sigmund Freud - person’s organizational life founded on compulsion to work and the power of love - External Theorists • Adam Smith - people motivated by self-interest for economic gain to provide necessities of life • “invisible hand” - “Social Environment” - Hawthorne Studies - tested the brightness of lights and the temperature in the workplace to examine productivity (light at its dimmest, temperature at its hottest); this led to more research by asking employees individually why they worked harder during those environmental settings and the employees stated that they figured management was watching therefore having them work harder. • Frederick Taylor - scientific management; emphasized on cooperation between management and labor to increase profit • “enlightened self-interest” 1 Thursday, March 17, 2016 • industrial revolution time period - assembly line born Figure 5.1: Human Needs, Theory X, and Theory Y (Maslow - Read Lowest to Highest) - Physiological Needs • food, clothing, water - Safety and Security Needs • life without war. life without violence in your neighborhood - Social (Love) Needs • friends, family, the desire to be loved/liked - Esteem Needs • desire of us as individual’s to want to improve - Self-Actualization Needs • realized, in their lifetime, ALL of their hopes and dreams 2 Thursday, March 17, 2016 - Two Major Criticism’s of Maslow’s Theory • since Maslow says that you can only go up on his Human Needs Theory, others could not prove him otherwise, therefore, he didn’t feel the need to explain himself • there was an “exception” to his Human Needs Theory; he believes you can’t skip a need or go backwards - there is a story about a starving artist that Maslow admits he is self-actualized on his own without all the other needs, but since these scenarios are so few and far between, he didn’t feel the need to change his theory Table 5.1: McGregor’s Assumptions About People THEORY X • People are by nature indolent. That is, they work as little as possible. • People lack ambition, dislike responsibility, and prefer to be led. • People are inherently self-centered and indifferent to organizational needs. • People are by nature resistant to change. • People are gullible and not very bright, the ready dupes of the charlatan and the demagogue. THEORY Y • People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations. • The motivation, the potential for development, the capacity for assuming responsibility, and the readiness to direct behavior toward organizational goals are all present in people. Management does not put them there. It is a responsibility of management to make it possible for people to recognize and develop these human characteristics for themselves. • The essential task of management is to arrange conditions and methods of operation so that people can achieve their own goals best by directing their own efforts toward organizational objectives. Theory X • - set of assumptions managers might apply to an individual who is motivated by lower-oder needs • Theory Y - set of assumptions managers might apply to an individual who is motivated by higher-order needs - ERG Theory (Alderfer) • organizes human needs into the categories of Existence, Relatedness, and Growth - McClelland’s Theory • Need for Achievement - a manifest need that concerns individuals’ issues of excellence, competition, challenging goals, persistence, and overcoming difficulties • Need for Power - a manifest need that concerns the desire to influence others, change people or events, and make a difference in life 3 Thursday, March 17, 2016 • Need for Affiliation - a manifest need that establishes and maintains warm, close, intimate relationships with other people - there is one dominant need in each person Table 5.2: Herzberg’s Two-Factor Theory (The Motivation-Hygiene Theory for Motivation) - Motivation factors that contribute to job satisfaction when they are present on the job: • achievement • recognition of achievement • work itself • responsibility • advancement • growth • salary - Hygiene factors that contribute to job dissatisfaction when they are absent from work: • company policy and administration supervision • • interpersonal relations • working conditions • salary • status • security both are work conditions, but each address a different part of an employee’s experience; PAY is important in both of Herzberg’s Two-Factor Theory - Social Exchange and Equity Theory • equity theory - concerned with social processes that influence motivation and behavior - committed relationship - deeply connected to another person or organization - calculated relationship - each person negotiate’s certain things before entering the relationship - alienated relationship - members hate the organization they belong to and what it stands for • inequity theory - someone in a workplace that is motivated by experiencing something unfair to them; they like to compare what they have to another - Two Basic Notions of Expectancy Theory • people expect certain outcomes of behavior and performance • people believe that there is a correlation between the efforts they put in, the performance they achieve, and the outcomes they receive - valence - value or importance one places on a particular reward 4 Thursday, March 17, 2016 - expectancy - belief that effort leads to performance - instrumentality - belief that performance is related to rewards 5


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Steve Martinelli UC Los Angeles

"There's no way I would have passed my Organic Chemistry class this semester without the notes and study guides I got from StudySoup."

Anthony Lee UC Santa Barbara

"I bought an awesome study guide, which helped me get an A in my Math 34B class this quarter!"

Jim McGreen Ohio University

"Knowing I can count on the Elite Notetaker in my class allows me to focus on what the professor is saying instead of just scribbling notes the whole time and falling behind."

Parker Thompson 500 Startups

"It's a great way for students to improve their educational experience and it seemed like a product that everybody wants, so all the people participating are winning."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.