Equity and Reinforcement Theory.pptx
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Equity and Reinforcement Theory.pptx
- 1. Theories of Motivation Presented by: RIZZA D. PAVIA MAELM Student
- 2. Objectives: Describe the theories of motivation. Discuss the benefits and consequences of each theory. Relate the said theories to one’s workplaces Theories of Motivation Share insights
- 4. People develop beliefs about what is a fair reward for one’ job contribution - an exchange People compare their exchanges with their employer to exchanges with others-insiders and outsiders called referents If an employee believes his treatment is inequitable, compared to others, he or she will be motivated to do something about it -- that is, seek justice. Equity Theory
- 5. Model of Equity Theory Outcomes by a person Inputs by a person Motivation Theories
- 6. Equity Theory - Exchange Scenarios Motivation Theories Case 1: Equity -- pay allocation is perceived to be to be fair - motivation is sustained Case 2: Inequity -- Underpayment. Employee is motivated to seek justice. Work motivation is disrupted. Case 3: Inequity - Overpayment. Could be problem. Inefficient. In other cultures employees lose face.
- 7. Consequences of Inequity Motivation Theories The employee is motivated to have an equitable exchange with the employer. To reduce inequity, employee may…
- 8. To reduce inequity, employee may… Reduce inputs (reduce effort) Try to influence manager to increase outcomes (complain, file grievance, etc.) Try to influence co- workers’ inputs (criticize others’ outcomes or inputs) Withdraw emotionally - or physically (engage in absenteeism, tardiness, or quit) 8 Presentation Title
- 9. Equity Theory Applications Develop tools to pay people in proportion to their contributions Let employees know who their pay referents are in the pay system: identify pay competitors and internal pay comparators. Strive for consistent pay allocations Monitor internal pay structure and position in the labor market for consistency.
- 10. Lessons in Equity Theory • Pay attention to what employees’ perceive to be fair and equitable • Allow employees to have a “voice” • Employees should have opportunity to appeal • Organizational changes, promoting cooperation, etc. can come easier with equitable outcomes • Failure to achieve equity could be costly • Climate of justice
- 12. Reinforcemen t Theory (Skinner, 1953) • Behavior that is rewarded will be more likely to be repeated and strengthened (Thorndike, 1911). • Behavior -> Consequence - Reinforcement/ No reinforcement/ Punishment • Reinforcement - a desirable consequence, e.g., rewarded behavior increases the probability it will occur in future.
- 13. Reinforceme nt Theory • Extinction - the process of unlearning a behavior and the consequences that formerly reinforced it. Schedules of Reinforcement • Output Schedule (number of units) • Fixed Ratio • Variable Ratio • Time-based Schedule (daily, weekly, yearly, etc.) • Fixed Interval • Variable Interval
- 14. Schedules of Reinforcement • Continuous Schedule - reinforce every behavior or unit. • Useful for learning new skills • Not practical for pay system • Behavior is quickly extinguished w/o reinforcement Motivation Theories • Intermittent Schedule - behavior is reinforced on a partial basis. • Behavior is strengthened and takes longer to become extinct once it is learned.
- 15. Intermittent Reinforceme nt Schedule Motivation Theories • Reinforcement received after the passage of time. • Least resistant to extinction. (people expect it) • Ex. Monthly salary, hourly wage, annual bonus. Fixed Interval • Reinforcement received on a variable (uncertain) schedule. • Reward less likely to be viewed as entitlement. • Ex. Quarterly profit sharing (some quarters occur without profits) / Spot cash reward - paid out “after the fact” Variable Interval
- 16. Intermittent Reinforcement (Cont’d) Motivation Theories Fixed Ratio Reinforcement received according to fixed amount of output Ex. Piecework pay - worker get $1 for picking 12 apples / Sales commission - 6% of house selling price. Variable Ratio Reinforcement received according to variable (uncertain) amount of output. This schedule is most resistant to extinction. Ex. Entrepreneurship Rewards - One takes risks with one’s capital and is uncertain how much output will lead to a big reward. / Gamboling behavior - slot machines.
- 17. Reinforcement Theory - Applications Motivation Theories Continuous reinforcement increases rate of learning Intermittent reinforcement strengthens behavior that is learned. Ratio schedules produce greater motivation than interval schedules. Variable schedules produce stronger motivation than fixed schedules. Pay may not always work with ratio or variable schedules, but praise, recognition and feedback can be used effectively with intermittent reinforcement.
- 19. REFERENCES • https://www.scribd.com/document/383517122/187778377-CH- 14-Harold-Koontz-Essentials-of-Management • https://slideplayer.com/slide/255757/ • https://study.com/learn/lesson/equity-theory-motivation- components-importance-examples.html
- 20. Thank you.