This document discusses workplace motivation and bullying. It provides definitions of motivation and discusses how motivation relates to an employee's intensity, direction, and persistence of effort. It then defines workplace bullying and provides statistics on its prevalence. The document presents a case study of an employee, Madhu, who was a victim of bullying at her workplace. It discusses how this bullying impacted her motivation and self-efficacy and ultimately led to her resignation. The document also examines theories related to motivation, such as Maslow's hierarchy of needs, self-determinacy theory, and Herzberg's two-factor theory, and how factors like these can contribute to bullying behaviors at work.

1. OB CASE-WORKPLACE BULLIES
On chapter- MOTIVATION CONCEPTS
Presented by:
MOUMITA SAMANTA 14202230
AMIT KUMAR 14202232
ASHOK KUMAR MAHATO 14202233
SUBHRATA MISHRA 14202236

3. MOTIVATION
• Processes that account for an
individual’s –
-intensity
-direction &
-persistence
of effort toward attaining a goal-
• It is the willingness of an
individual to respond to
organizational requirements.
Direction
Intensity Persistence

5. WORKPLACE BULLYING-
• Workplace bullying is the tendency of individuals or groups to use persistent
aggressive or unreasonable behaviour against a co-worker or subordinate.
• 37% employees reported
being victims of
bullying boss.
• 40% of the bullies are
women.
• 70% of the women are
their targets most of the
time.
• There are many more
other forms of workplace
bullying.

6. CASE FACTS- WORKPLACE BULLIES
• In the given case, Madhu was a victim of Bullies at the organization she
worked.
• Madhu was looked down upon by her other staffs, colleagues and her boss
when she thought of giving some good suggestions or raised high lightened
points in meetings.
• She was finally excluded from the group when she resented to attend an
informal meeting against lack of pay incentive , saying, she was a snob.
• Unfortunately, due to this, she had to resign from her job.

7. Question 1
• Workplace bullying demonstrates a lack of which one of the three types of
organizational justice ?
Three types of organizational justice:
• Distributive – perceived fairness of outcomes
• Procedural – perceived fairness of process used to determine outcome.
• Interactional – perceived degree to which one is treated with dignity and respect.
With reference to the case:
• Workplace bullying demonstrates a lack of interactional justice
• In this case, Madhu was not treated with dignity and respect.

8. Equity theory/Organizational justice
A theory that says that individuals compare their job inputs and outcomes with those of
others and then respond to eliminate any inequities.

9. Equity Theory & the role of Social Comparison
• People respond to perceived negative inequity by changing …
• Work inputs.
• Rewards received.
• Comparison points.
• Situation.

10. Abraham Maslow’s
hierarchy of needs theory
Self
Actualization
Esteem needs
Social Needs
Safety Needs
Physiological Needs
Lower
order
needs

12. Implications of Maslow’s Theory in Workplace
• Not every one is motivated in
the same way
• Motivation and need
satisfaction are
anticipatory in nature.
• Managers must seek to guide
and direct employee behaviour
to meet organisational
needs and individual needs
simultaneously.

14. SELF EFFICACY THEORY
• Self-efficacy is the belief that one has the power to produce that effect by
completing a given task or activity related to that competency.
• Self-efficacy relates to a person’s perception of their ability to reach a goal.
• Bandura’s Social Cognitive Model says that there are 3 factors that influence
self-efficacy:
• Behaviours
• Environment, and
• personal/cognitive factors.

15. Question 2
• What aspects of motivation might workplace bullying reduce? For example, are there
likely to be effects on an employee’s self-efficacy? If so what might those effects be?
• Effects on motivational aspects
- Moderate impact on safety,
physiological needs.
- High impact on social, esteem and
self-actualization.
- Madhu was ostracized by her co-workers
and was humiliated by her boss.

16. Effects on self-efficacy
Self-efficacy theory - Individuals beliefs that he/she is capable of performing a task.
Low self-efficacy - perform required job duties with fear.
- Increased absenteeism
- Reduced efficiency, reduced concentration
- Employees quit the job, as in the case of madhu.
High self-efficacy - Engage in extra role behaviours
- They try harder to overcome difficulties.
- employees do not quit.

17. Bullying Effect on Employee’s Performance
• Bullying affect the employee’s motivation and behavior. The feel less
motivated to go to work daily & are unable to give their complete
attention to work.
• This eventually affects their extra-role, job-involvement and
organizational citizenship behavior.
Counter measures for Bullying Boss:
• No help should be expected from co-workers because they often blame
the victims in order to resolve their own guilt.
• The person must act boldly with complete confidence.

18. Self-determination theory
• The central premise of the theory is that individuals have innate
tendencies towards personal growth and vitality that are either
satisfied or thwarted by their immediate environment.
• Self-Determination Theory is a theory of motivation and personality
that addresses three universal, innate and psychological needs:
competence, autonomy, and psychological relatedness.

19. Three Psychological Needs
• psychological health
requires satisfaction
of all three needs;
one or two are not
enough.
• autonomy
• Competence
• psychological
relatedness

20. If not met…
• might lead to the
tendency to withdraw
concern for others and focus
on oneself, or, in more
extreme cases, to engage in
psychological withdrawal or
antisocial activity as
compensatory motives for
unfulfilled needs

21. Cognitive Evaluation Theory
• Allocating extrinsic
rewards for behaviour
that had been
previously intrinsically
rewarding tends to
decrease the overall
level of motivation.

22. Question 3
• What factors do you believe contribute to workplace bullying? Are
bullies a product of the situation, or do they have flawed personalities?
What situations and what personality factors might contribute to the
presence of bullies?
• Factors contributing to workplace bullying
• Using power over someone who is weaker
• To boost bully’s self satisfaction.
• A person who seems to be different, is made a target.
• People may get bullied because they are seen as a threat.
• Attitude in workplace is such that,bullying seems to be normal behaviour.

23. Bullies – situation or flawed personalities?
• The environment they are brought up, in feelings of insecurity, influence of parents.
• Superficial charm with insincerity-ego maniacal , is manipulative.
• Has characteristics of serial bully.
• Negative and stressful work environment.
Factors contributing to presence of bullies
• Belief that including stress or threats of being fired will produce more work from employees.
• Imposing overload of work.
• Co-worker dating
• Narcissistic personalities
• Lack of empathy

24. 24
McGregor’s Theory X and Theory Y

25. Herzberg's TWO FACTOR Theory
Two Factor Theory states that there are
certain factors in the workplace that
cause job satisfaction, while a separate
set of factors cause dissatisfaction.
• Traditional view:
People are satisfied and dissatisfied
only.
• Herzberg view:
There may be three conditions :
satisfied,neutral,dissatisfied

26. Implications of Herzberg’s theory :
• Satisfaction which is mostly affected by the "motivator factors". Motivation factors
help increase the satisfaction but aren't that affective on dissatisfaction.
• Dissatisfaction is the results of the "hygiene factors". These factors, if absent or
inadequate, cause dissatisfaction, but their presence has little effect on long-term
satisfaction.
MOTIVATIONAL FACTORS
• Achievement
• Recognition
• Work Itself
• Responsibility
• Promotion
• Growth
HYGIENE FACTORS
• Pay and Benefits
• Company Policy and Administration
• Relationships with co-workers
• Physical Environment
• Supervision
• Status , Salary
• Job Security

27. Question 4
• If you were a victim of workplace bullying, what steps would you take to try to reduce its
occurrence? What strategies would be most effective? Least effective? What would you do
if one of your colleagues were a victim?
• Steps to reduce and Effective strategies
• Open communication with top management and OCB.
• Avoid getting into internal politics
• Conscious about workplace climate
• Treat employees with equal respects
• Ignore the bully.
• Employee engagement
• Discourage comparison and unhealthy
discussions
• Pleasant working environment
• Inculcate emotional intelligence and self-driven qualities among employees

28. Help your colleague
• Would first see the authority level
• Understand the problem
• Motivate the victim
• Mentor him/her to come out of the
situation
• Stand on his/her behalf
Strategies least effective
• Leaving the job
• Not addressing the problem to the
top-management
• By not reacting to your
peers problem.
• Lack of transparency

29. Conclusion
• Bullying is not an individual problem
in the workplace; it is an
organizational problem.
• It is not limited to schools and
colleges.
• There have been incidents where
workers even resorted to suicide to
end their misery.
• It is up to the organization to check
these bullies.
• Try not to quit.

30. THANK YOU