Motivation, Expectancy and Equity Theory

Motivation

"Forces within a person that affect the direction, intensity and persistence of his or her voluntary behavior" - The process by which behavior is mobilized and sustained towards goal achievement. - Mobilize people to achieve a goal that they would individually not work toward - Sustain how do I get them to do it over and over again? - Important for Managers

Suggestion for Managers from Expectancy Theory

- Select, train and support employees possession of the abilities required to perform the organization's work (increase expectancy) - Clearly communicate the link between levels of performance and rewards (increase instrumentality) - Identify individuals needs and goals so as to match rewards with them

Goal Clarity

A goal must be clear and specific if it is useful in directing effort NEEDS TO BE MEASURABLE

Moderators

Ability Goal Commitment Feedback

Feedback

Built into the work itself, not feedback from the boss, intent is giving employees ability to figure out by themselves how they are doing as employee. - Asking for employees to provide report or plans - Make goal measurable makes this easier

Goal Difficulty

Challenging but not impossible Too easy = boring, not interested push it off, push on back burner, not high priority Too challenging=stress you out, overwhelmed to the point of paralysis, why bother, I won't be able to do it.

Expectancy Theory

Effort (E) -> Performance (I) -> Reward (V) - All moderators of goal setting theory - Combine goal setting and equity theory but adds the value of the reward "What determines the willingness of an individual to expend effort for work or task performance?" M= E x I x V Note: all three must be high to motivate people

Example of Expectancy Theory

Effort (ability) - If not attainable lowering quantifiable amounts - Sales training given by a higher ettiqute formal training - 1 to 2 years of succesful sales experience - Employee involvement in goal setting Performance - Assist atleast X # of customers per shift - Highest customer satisfaction score - $2000 of sales per week Reward: - An employee of the month - 5% commission on all sales - Days off and vacation day - Employee of the Month

Goal Commitment

Employees preference to achieve a goal, anything to build a positive feeling toward goal commitment, feel good about pursuing the goal - Promise of a reward, positive feedback, employee involvement in goal setting having a say in goal setting - Should go up with more experience employees

Goal Setting Theory

Employees who receive specific hard goals will be more motivated to perform better than those who receive "do your best" or no goals Clear Specific challenging (measurable) goals - moderators - goal achievement

Suggestion for Managers for Goal Setting Theory

Provide clear job descriptions - State how performance will be measured (time, money, physical) Specify performance standards so employees know when they reach goal. - Set deadlines for goal achievement - Rank goals of importance - When dealing with goals, rate the goals as difficulty and importance

Managing the Equity Process

Recognize that subordinates will be making equity comparisons - Anticipate felt negative inequities - Clearly, communicate the criteria for distribution of rewards; Did you tell employee beforehand the procedure for distribution of rewards? - Use a fair process to determine the criteria for the distribution of rewards and share information on the process with employees; Assume criteria of the award have been set 1) How did you come up with criteria/was it a fair process? 2) What is procedure being used to distribute award based on criteria is that fair?

Expectancy

The perceived relationship between performance and rewards

VIE Theory of Motivation

Valence of the reward? Value of rewards Some people value different rewards while others may want time/day off

Decision Tree

We choose the behavior which we think restore equity Behaviors likely to restore a sense of equity: - Change inputs: reduce work efforts - Change outcomes: ask for raise - Leave situation: quit - Change comparison points: compared self to different coworker - Rationalize the inequity is temporary and will soon be resolved or change perceptions of self/other - Take actions

Equity Theory

When people compare the fairness of their work outcomes to those of others, felt inequity leads to motivation Individual rewards -> compared to other rewards Individual inputs -> compared to other inputs

Ability

Will employee be able preform or meet these goals? If they can't then may need to tone goal down to meet level of ability, transition period, encouragement/feedback of any kind.

Valence

the attractiveness or desirability of a reward or outcome