Motivation - II

Motivation Dr. M.
Chaudhuri 1
Look at the actual process of motivation
Expectancy theory
Goal-setting theory
Motivation Dr. M. Chaudhuri 2
The strength of a tendency to act in a
certain way depends on the strength of an
expectation that the act will be followed by
a given outcome and on the attractiveness
of that outcome to the individual.
The theory focuses on three relationships:
Effort-performance relationship
The perceived probability that exerting a given amount of
effort will lead to performance. If I make effort, will it be
recognized in my performance appraisal?
Performance-reward relationship
The degree to which the individual believes that performing
at a particular level will lead to a desired outcome. If I get a
good performance appraisal, will it lead to organizational
rewards?
Rewards-personal goals relationship
The degree to which organizational rewards satisfy an
individuals personal goals or needs and are attractive to
the individual. If I am rewarded, will the rewards be
personally attractive?
Steps to Increase Motivation
Using Expectancy Theory
Improving Expectancy
Improve the ability of the
individual to perform
Make sure employees have
skills for the task

Provide training
Assign reasonable tasks
and goals
Improving Instrumentality Improving Valence
Increase the individual s belief that
performance will lead to reward
Observe and recognize performance
Deliver rewards as promised
Indicate to employees how previous
good performance led to greater
rewards
Make sure that the reward is
meaningful to the individual
Ask employees what rewards they
value
Give rewards that are valued
Overview of Expectancy Theory
Effort
Effort
Expectancy
Expectancy
Instrumentality
Instrumentality
Valence of
reward
Valence of
reward
Performance
Performance
Reward
Reward
MOTIVATION
MOTIVATION
Role perceptions
and opportunities
Role perceptions
and opportunities
Abilities
and traits
Abilities
and traits
JOB
PERFORMANCE
X X
The theory that specific and difficult goals
lead to higher performance.
Goals tell an employee what needs to be done and
how much effort will need to be expended.
Specific goals increase performance
Difficult goals, when accepted, result in higher performance
than do easy goals
Feedback leads to higher performance than does
nonfeedback.
Role of commitment, task characteristics and national culture
Specific hard goals produce a higher level of output
than does the generalized goal of do your best.
The specificity of the goal itself acts as an internal stimulus.
A programme that encompasses
Specific goals
Participative decision-making
Explicit time period
Performance feedback
The organizations overall objectives are
translated into specific objectives for each
succeeding level in the organization, (e.g.
divisional, departmental, individual)
Equity Theory
Fair Process
Individuals compare their job inputs and
outcomes with those of others and then
respond so as to eliminate any inequities.
Equity theory recognizes that individuals are
concerned not only with the absolute amount
of rewards for their efforts, but also with the
relationship of this amount to what others
receive.
Self-inside
Self-outside
Others-inside
Others-outside
Person 1
Inequity, underrewarded
Equity
Inequity, overrewarded
Ratio of Output to Input Person 1s Perception
Person 2
Person 1
Person 2
Person 1
Person 2
Change Inputs
Change Outcomes
Distort Perceptions of Self
Distort Perceptions of Others
Choose a Different Referent
Leave the Field
Historically, equity theory focused on:
Distributive justice
However, equity should also consider
Procedural justice
Distributive Justice
Perceived fairness of the amount and allocation of
rewards among individuals
Procedural Justice
Perceived fairness of the process used to determine
the distribution of rewards
Interactional Justice
Perceived degree to which one is treated with
dignity and respect
Organizational Justice
Overall perception of what is fair in the workplace
Money is the most commonly used
reward in organizations
Money certainly helps some needs get met
But, money is not all employees top
priority
Many emphasize relationships in the
workplace
- Ken Thomas
Employees are intrinsically motivated when
rewards an employee gets from work result from:
Choice the ability to freely self-select and perform task
activities.
Competence the sense of accomplishment from
skillfully performing chosen tasks/activities.
Meaningfulness pursuing a task that matters in the
larger scheme of things.
Progress the feeling of significant advancement in
achieving the tasks purpose.
Employee Recognition: Motivating to
Show People Matter
Employee recognition plans
Variable-Pay Programmes: Motivating
for Improved Productivity
Individual-based incentives: piece rate
Group-based incentives: gainsharing
Organizational-based incentives: profit sharing,
ESOPs
A portion of an employees pay is based on
some individual and/or organizational
measure(s) of performance.
Individual-based
Piece-rate wages, bonuses
Group-based
Gainsharing
Organizational-based
Profit sharing
Employee stock ownership plans (ESOPs)
Piece-rate pay plans
Workers are paid a fixed sum for each unit
of production completed.
Bonuses
Pay programme that rewards for recent
performance
Gainsharing
An incentive plan where improvements in
group productivity determine the total
amount of money that is allocated.
Profit-sharing plans
Organization wide programmes that
distribute compensation based on some
established formula designed around a
companys profitability.
Employee stock ownership plans
(ESOPs)
Company-established benefit plans in which
employees acquire stock, often at below-
market prices, as part of their benefits.

Motivation - II

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