Human behaviour at work is shaped not just by personality, but also by how people see the world, how they learn, and what motivates them. This unit focuses on three important aspects of organizational behaviour: perception, learning, and motivation. Together, they explain why employees act the way they do and how managers can guide behaviour for better performance.
Download UNIT 2 – Perception, Learning, and Motivation in Organizations Notes
Get simplified revision notes for this unit:
Download Unit 2 Notes PDF
Perception and Its Role in Organizations
Perception is the process through which people select, organize, and interpret information to make sense of their environment. Two employees may see the same situation differently depending on their past experiences, expectations, and attitudes.
Example: A manager’s strict feedback may be perceived by one employee as constructive criticism but by another as personal attack.
Factors Affecting Perception
The Perceiver – beliefs, values, attitudes, and personality.
The Target – characteristics of the object/person being observed.
The Situation – context, timing, and environment.
Impact on Workplace: Misperceptions can cause conflicts, favoritism, or communication gaps. Good managers try to minimize bias and ensure fair treatment.
Learning in Organizations
Learning refers to the process of acquiring new knowledge, skills, and behaviours that shape work performance. It is not just formal training but also everyday experiences at work.
Major Learning Theories
Classical Conditioning (Pavlov):
Behaviour is learned by association.
Example: Employees associate the sound of a bell with a lunch break.
Operant Conditioning (Skinner):
Behaviour is shaped by rewards (positive reinforcement) or punishments.
Example: Giving incentives for meeting sales targets encourages repetition of that behaviour.
Social Learning (Bandura):
People also learn by observing others.
Example: A new employee learns teamwork by watching experienced colleagues.
Impact on Workplace: Organizations use training programs, mentoring, and rewards to guide employee learning.
Motivation and Employee Performance
While perception and learning shape behaviour, motivation gives employees the drive to perform better. Motivation is the internal force that energizes, directs, and sustains behaviour.
Key Motivation Theories
1. Maslow’s Hierarchy of Needs
Abraham Maslow explained that human needs are arranged in a pyramid:
Physiological needs (salary, food, shelter)
Safety needs (job security, safe workplace)
Social needs (friendship, belongingness)
Esteem needs (recognition, respect)
Self-actualization (growth, creativity, achieving potential)
Employees move upward in the hierarchy as lower needs are satisfied.
2. Herzberg’s Two-Factor Theory
Frederick Herzberg divided workplace factors into:
Hygiene Factors: salary, company policies, working conditions. Their absence causes dissatisfaction, but their presence alone doesn’t motivate.
Motivators: recognition, achievement, responsibility, growth. These truly drive motivation and satisfaction.
Conclusion
Perception, learning, and motivation are three pillars of organizational behaviour. By understanding how employees perceive situations, how they learn, and what motivates them, managers can create a positive and productive workplace.
Clear communication reduces misperceptions.
Training and reinforcement build better skills.
Motivation through recognition and growth ensures long-term performance.
Ultimately, when employees see fairly, learn continuously, and feel motivated, organizations thrive.