Chapter 6 Process Theories of Motivation © 2010 Jones and Bartlett Publishers, LLC

Learning Outcomes After completing this chapter, the student should be able to understand: 1.The various components of Expectancy Theory and how they impact an individual’s level of motivation. 2.Equity Theory and the methods to resolve inequity tension. 3.The significance of the Satisfaction-Performance Theory. 4.Goal-setting Theory and the steps necessary for successful implementation. 5.Reinforcement Theory and the four types of reinforcement. © 2010 Jones and Bartlett Publishers, LLC

Expectancy (VIE) Theory Expectancy Theory suggests that for any given situation, the level of a person’s motivation with respect to performance is dependent upon: 1.His/her desire for an outcome, 2.The individual’s performance is perceived to be related to obtaining other desired outcomes, and 3.The perceived probability that his or her efforts will lead to the required performance. © 2010 Jones and Bartlett Publishers, LLC

Expectancy (VIE) Theory © 2010 Jones and Bartlett Publishers, LLC

Application of Expectancy Theory © 2010 Jones and Bartlett Publishers, LLC

Equity Theory Equity Theory states that a person evaluates his or her outcomes and inputs by comparing them with those of others. © 2010 Jones and Bartlett Publishers, LLC

Equity Theory When an inequity is perceived by an individual: 1.It creates tension within the person, 2.The tension is proportional to the degree of inequity, 3.The tension created within the individual motivates him/her to relieve it, and 4.The strength of the motivation to reduce the tension is proportional to the perceived inequity. © 2010 Jones and Bartlett Publishers, LLC

Equity Theory Six methods of inequity resolution: 1.Altering inputs, 2.Altering outcomes, 3.Cognitively distorting inputs or outcomes (self), 4.Leaving the field, 5.Distort the inputs or outcomes of the comparison other, and 6.Changing the comparison other. © 2010 Jones and Bartlett Publishers, LLC

Satisfaction-Performance Theory Satisfaction-Performance Theory extends the Expectancy theory and incorporates the Equity Theory into a model to reflect the relationship of an employee’s performance to job satisfaction. Job Satisfaction results from (1) the performance itself, (2) the rewards for performance, and (3) the perceived equitability of those rewards. © 2010 Jones and Bartlett Publishers, LLC

Satisfaction-Performance Motivation Model © 2010 Jones and Bartlett Publishers, LLC

Goal-Setting Theory Based on research, employees who are given specific, challenging goals outperform those who are given vague goals such as “do your best.” Three steps to follow: 1.Setting the goal (specific and measurable), 2.Obtaining goal commitment, and 3.Providing support elements. © 2010 Jones and Bartlett Publishers, LLC

Goal-Setting Model © 2010 Jones and Bartlett Publishers, LLC Source: Latham, G. P., & Locke, E. A. (1979). Goal setting—A motivational technique that works. Organizational Dynamics, 8(2), 68.

Reinforcement Theory Research suggests that an employee’s behavior will be repeated if it is associated with positive rewards and will not be repeated if it is associated with negative consequences. © 2010 Jones and Bartlett Publishers, LLC

Reinforcement Theory Four types of reinforcement: 1.Positive 2.Negative 3.Punishment 4.Extinction © 2010 Jones and Bartlett Publishers, LLC

Reinforcement Theory © 2010 Jones and Bartlett Publishers, LLC