Introduction to Organizational Behavior

Herzberg's two-factor theory identifies two aspects which are necessary for job satisfaction - hygiene factors and motivators. While the hygiene factors are responsible for preventing dissatisfaction, motivators are essential to keep the employees satisfied. Hygiene factors include factors like working conditions, pay, fringe benefits, etc. Motivators include factors like achievement, recognition, advancement and growth. Alderfer in his ERG theory identified three basic groups of core needs: the existence needs, the relatedness needs, and the growth needs. The existence needs are associated with survival and physiological well-being. The relatedness needs stress social and interpersonal relationships. Growth needs are a person's desire for personal development. Process theories provide a better theoretical explanation of work motivation than the content theories. Vroom's expectancy model and the extension and refinements made by Porter and Lawler in their theory, help explain cognitive variables and their relationship with each other in the complex process of work motivation.

Of late, the equity theory and attribution theory have received much attention. The equity theory is based on perceived outcome-input ratios. The equity theory states that employees compare their outcome-input ratio with that of others. If they perceive the ratio of their outcomes and inputs to be equal to that of their peers and others, a state of equity exists. Otherwise, a state of equity tension or inequity is created. The attribution theory uses attributions made by people to explain work motivation. This theory tries to explain internal and external attributions made by people and contributes to an increased understanding of the complex cognitive process of work motivation. Some emerging theories, namely control and agency theories, have been receiving attention in the recent years. One version of the control theory states that control is basically a cognitive phenomenon, and determines people's ability to control their lives or their jobs. Another version of this theory focuses on the management function of control. It states that controlling both the inputs and outputs of the organization is important for effective management.