MGTS1601 Lecture Notes - Lecture 9: Goal Orientation, Work Motivation, Achievement Orientation
Lecture 9 - Motivation Theory 2
Chapter 5
Process Theories of Work Motivation
● Motivation theories that specify the details of how motivation occurs.
● Three important process theories:
○ Expectancy theory
○ Equity theory
○ Goal setting theory
Expectancy theory (Vroom, 1964)
● Based on the idea that work effort is directed toward behaviours that people believe
will lead to desired outcomes
a. Effort-to-performance (expectancy)
b. Will the effort lead to a good performance?
■ Probability (i.e., from 0 to 1)
■ e.g., believing that you have the capacity to meet a sales quota
c. Performance-to-outcome (instrumentality)
■ Will a good performance lead to organizational rewards? (e.g., bonus,
promotion, recognition, etc.)
■ Probability (between 0 and 1)
■ e.g., believing that meeting your sales quota will lead to a promotion
d. Valence (of outcome)
■ Will the rewards be valued?
■ Negative or positive, unlimited range.
■ Related to how well the outcome meets needs and drives
■ e.g., whether a promotion is something that you value
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Expectancy Theory
● The probability that a first-level outcome can be achieved.
● Force is the effort directed towards a first-level outcome.
Equity Theory
● You compare your ratio of outcomes and inputs to the ratio of some comparison
other — some person who seems to provide an intuitive frame of reference for
judging equity.
● Cogitie alulus
○ Ratio of outcomes to inputs is balanced between you and your comparison
other.
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Motivation theories that specify the details of how motivation occurs. E. g. , believing that you have the capacity to meet a sales quota: performance-to-outcome (instrumentality) Will a good performance lead to organizational rewards? (e. g. , bonus, promotion, recognition, etc. ) E. g. , believing that meeting your sales quota will lead to a promotion: valence (of outcome) Related to how well the outcome meets needs and drives. E. g. , whether a promotion is something that you value. The probability that a first-level outcome can be achieved. Force is the effort directed towards a first-level outcome. You compare your ratio of outcomes and inputs to the ratio of some comparison other some person who seems to provide an intuitive frame of reference for judging equity. Ratio of outcomes to inputs is balanced between you and your comparison other. Pe(cid:396)(cid:272)eptually disto(cid:396)t o(cid:374)e"s o(cid:449)(cid:374) i(cid:374)puts o(cid:396) out(cid:272)o(cid:373)es. Perceptually distort the inputs or outcomes of the comparison person or group. Alte(cid:396) o(cid:374)e"s i(cid:374)puts o(cid:396) alte(cid:396) o(cid:374)e"s out(cid:272)o(cid:373)es.
