Human Behavior and Motivation in Organizations

Understanding Human Behavior in Organizations

1. People plan, organize, direct, and control.
2. The Human Resource Administration (ARH) intends to treat people as individuals and as important organizational resources.
3. Organizations are composed of people, groups, and organizations.
4. Factors that impact human behavior include personality, learning, motivation, perception, and values.
5. Three approaches to studying human behavior are: man as a transactor, man whose conduct is directed at a target, and the open system model.
6. Motivation is what drives a person to act in a certain way, originating a propensity toward a specific behavior.
7. The three principles explaining human behavior are: behavior is caused, motivated, and oriented toward goals.
8. The motivational effect begins when a need arises.
9. The theory of needs is based on the principle that the motives of human behavior lie within the individual.

Maslow's Hierarchy of Needs

10. Basic needs according to Maslow include security and physiological needs.
11. The highest need according to Maslow's hierarchy is self-actualization (accomplishment).
12. A met need does not motivate any behavior.
13. Examples of physiological needs include hunger, thirst, and sleep.
14. Intrinsic rewards satisfy needs such as accomplishment.
15. Lower needs require a relatively fast motivational cycle.

Herzberg's Two-Factor Theory

16. Herzberg's theory is based on the external environment and the individual's work.
17. Motivation depends on hygienic and motivational factors.
18. Factors located in the surrounding environment are called hygiene factors.
19. Two examples of hygiene factors are wages and job stability.
20. Motivational factors are also known as intrinsic factors.
21. According to Maslow, physiological needs are born with the individual.

External Factors and Organizational Impact

22. External factors involved in human behavior include the organizational environment, rules and regulations, culture, policies, methods and processes, rewards and punishment, and level of confidence.
23. Secondary needs according to Maslow are self-realization, self-esteem, and social needs.
24. Herzberg concluded that factors responsible for professional satisfaction are distinct and separate from those responsible for dissatisfaction.
25. Herzberg's approach highlights motivational factors that have traditionally been neglected or despised by companies.