College of Business

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Models of Human Behavior
S R S O
R
Organism (Individual) acts as an intervening
variable
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Why individual responses might vary?

• Perceptions
• Attributions
• Attitudes
• Personality
• Experience

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The Process of Perceiving
Picking up of Stimuli Stimulus
Selectivity Personal Selectivity Interpreting
Stimuli
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Perceptual Biases

• Schema
• Selective Perception
• Stereotyping/Halo Effect
• Primacy vs. Recency Effect
• Negativity Effect
• Contrast Effect
• Nonverbal Cues
• Attributional biases

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Three Components of Attitudes
Cognitions (thoughts) Affect (feelings) Behavior
(intention to act)
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General Comments on Human Behavior

• Human behavior is a complex process.
• We tend to be overly optimistic about the
• rationality of people.
• Some individual differences are changeable but
• others are not.
• The expectations of others (particularly those in
• power) strongly influence individual behavior.
• We generally have a difficult time understanding
• the behavior of others.
• 6. We are constantly sending messages to others.

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Misconceptions about Motivation
1. Some people just arent motivated. 2.
Motivation is something you do TO
others. 3. A happy worker is a productive
worker.
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Types of Motivation Theories
Content Theories Process Theories
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Content Theories of Motivation
- Help us understand what motivation IS
(unsatisfied needs) - Need an internal state of
deficiency - Needs Tension
Behavior to reduce the tension by
satisfying the need (Homeostasis) - At
certain times some needs will be more
important than others.
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Maslows Hierarchy of Needs
Premises
Self- Actualization
5 level hierarchy
Esteem
Need Prepotency Need Progression
Belongingness
Security
Physiological
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Defense Mechanisms
Aggression Projection Rationalization Escape Exit
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McGregors Theory X Theory Y
Theory X Assumptions 1. The average person
dislikes work and will avoid it if at all
possible. 2. Most people must be coerced to
put forth more than a minimum level of effort on
behalf of the organization. 3. The average
person prefers to be directed, avoids
responsibility, and prefers security above all
else.
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Theory Y Assumptions
1. work is as natural as play or rest.
2. People will exercise self control and
self- direction toward objectives to which they
are committed. 3. People, under the proper
conditions, will accept and even seek
responsibility. 4. The capacity for
creativity and ingenuity is widely, not
narrowly, distributed. 5. The intellectual
potential of people is only partially being
utilized in todays workplace.
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Argyris Immaturity Maturity Theory
Immature Characteristics Mature
Characteristics Passivity
Activity Dependence Independence Few Ways of
Behaving Diverse Behaviors Shallow
Interests Deep Interests Short-Term
Perspective Long-Term Perspective Subordinate
Position Superordinate Position Lack of
Self-Awareness Self-Awareness
Self-Control
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Alderfers ERG Theory
Premises A 3 level hierarchy Need
Progression Need Regression
Growth Relatedness Existence
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Causes of Employee Satisfaction
Traditional View
Low Pay High pay
Dissatisfaction Satisfaction
Herzbergs 2 Factor Theory
- Hygiene Hygiene -
Motivators Motivators
Dissatisfaction Satisfaction
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Herzbergs Two Factor Theory
Hygiene Factors Motivator Factors
Pay Achievement Working
Conditions Recognition Security Work
Itself Fringe Benefits
Responsibility Company Policies Growth
Potential Interpersonal Relations Supervision
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McClellands Acquired Needs Theory
Need for Affiliation Interpersonal
Relationships Opportunities to
Communicate Need for Power Control over
Others Attention
Recognition Need for Achievement Individual
Responsibility Challenging
Goals Immediate Feedback
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A Comparison of Content Theories
Maslows McGregors Argyris
Alderfers Herzbergs McClellands
Hierarchy TheoryX/Y Theory
ERG Two Factor Acquired Needs
Y X
Self- Actualization Esteem Social Security Phy
siological
Mature Immature
Achievement Power Affiliation
Growth Relational Existence
Motivators Hygiene
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Expectancy Theory
Valence the perceived value of a
particular outcome to an
individual. Instrumentality the perceived
probability that performance will lead
to outcomes Expectancy the
perceived probability that effort will
lead to task performance
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Expectancy Theory continued
Perceptions Reality
E I V
Effort Perf. Rewards
Effort Perf. Rewards
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Equity Theory Perceptions
1. Perceptions of outcomes received 2.
Perceptions of inputs required 3. Perceptions
of the outcomes and inputs of a Referent other
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Equity Inequity
OI OO II IO
OI OO II IO
lt

OI OO II IO
gt
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Equity Inequity
Motivation Motivation maintain
reduce inequity current situation
1. Change inputs 2. Change outcomes 3. Alter
perceptions of self 4. Alter perceptions of
other 5. Change referent other 6. Leave the
situation
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Reinforcement Theory
Law of Effect Behavior that tends to
lead to rewards tends to be repeated,
while behavior that tends to lead
to no reward or to punishment tends to be
avoided.
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Types of Reinforcers
Positive Reinforcement Negative
Reinforcement Extinction Punishment
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Schedules of Reinforcement
Frequency
Variable Fixed
Ratio Interval
Basis
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An Integrated Model of Motivation
Individual Factors Environmental
Factors
Alternative Outcomes courses of associated
action with actions 1 1 2 2 etc. etc
Needs Tension Effort
Ability
Select an alternative
Actual Actual Performance Rewards
Effort
Role Perceptions
Equity Perceptions
Satisfaction