Behavioral theories of pay system
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Taylor believed that workers are motivated primarily by money and that pay should be linked to productivity. He viewed workers as machines that could be treated in a standardized way. Equity theory focuses on fairness perceptions - people compare their outcome/input ratio to others and seek equity. The Hawthorne studies found productivity increased regardless of light levels, likely due to worker attention from the study. Behavioral management emphasizes empowering workers in job analysis and control to motivate them.
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Porter lyman w
This document discusses the managerial effectiveness model developed by Lyman Porter and Edward Lawler. Their model expanded on Victor Vroom's expectancy theory of motivation. Porter and Lawler proposed that an individual's effort, performance, satisfaction and other variables are related. They developed testable hypotheses and a theoretical model to explore the relationships between these variables. The model considers how factors like rewards, abilities and role perceptions impact motivation and satisfaction.
Motivation
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
vroom's theory
Vroom's expectancy theory of motivation proposes that individuals are motivated to behave or act in a certain way based on the expectation that their efforts will be followed by a given outcome and the attractiveness of that outcome to them. The theory suggests that motivation is a product of expectancy, instrumentality, and valence. It characterizes workers as rational beings who are motivated based on choices between alternatives that vary in expected outcomes and values. However, the theory is complex and abstract, making it difficult to fully test. Some critics argue it has led researchers in different directions rather than providing a unified model of motivation.
Modul 2 --motivation
The document discusses various theories of motivation including:
- Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs and progress to higher needs of belonging, esteem and self-actualization.
- Herzberg's two-factor theory which distinguishes between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
- Expectancy theory which proposes that motivation depends on how much value an individual places on a reward and their belief that effort will lead to performance and rewards.
The document also covers intrinsic and extrinsic rewards, with intrinsic rewards from meaningful work being more important for ongoing motivation than extrinsic rewards like pay and benefits.
Porter and lawler model
The Porter and Lawler Model is a theory of work motivation that expanded on Victor Vroom's expectancy theory. It proposes that an individual's motivation to complete a task depends on the reward they expect to receive and that satisfaction is determined by the perceived fairness of intrinsic and extrinsic rewards for high performance. The model incorporates personal and environmental factors, individual differences, and choice among alternative behaviors to explain motivation in work organizations.
Functions and theories of management: Elton Mayo
George Elton Mayo was an Australian psychologist known for founding the Human Relations Movement. He conducted research at the Hawthorne factory that showed workers are motivated not just by money but having their social needs met at work. The Hawthorne Studies surprisingly found that productivity increased regardless of changes in lighting or work conditions. Mayo concluded that workers are best motivated through good communication with managers, managers taking an interest in employees' lives, and encouraging teamwork. His research emphasized the importance of social factors in motivation and influenced businesses to focus more on employee interests.
Job satisfaction
Job satisfaction refers to how well a job fulfills one's needs and wants or serves as a source of enjoyment. There are three main theories of job satisfaction: content theories which focus on fulfilling basic needs, process theories which examine expectancies and values, and situational theories which consider external job factors. Content theories are exemplified by Maslow's hierarchy of needs where lower level needs must be met before higher ones.
Equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
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Porter lyman w
This document discusses the managerial effectiveness model developed by Lyman Porter and Edward Lawler. Their model expanded on Victor Vroom's expectancy theory of motivation. Porter and Lawler proposed that an individual's effort, performance, satisfaction and other variables are related. They developed testable hypotheses and a theoretical model to explore the relationships between these variables. The model considers how factors like rewards, abilities and role perceptions impact motivation and satisfaction.
Motivation
Motivation refers to an employee's effort, direction, and persistence toward achieving organizational goals. Early motivation theories include Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories include Alderfer's ERG theory, McClelland's need for achievement/power/affiliation, goal-setting theory, reinforcement theory, flow theory, intrinsic motivation theory, equity theory, and expectancy theory. Equity theory and expectancy theory focus on how employees evaluate rewards and outcomes compared to inputs and expectations.
vroom's theory
Vroom's expectancy theory of motivation proposes that individuals are motivated to behave or act in a certain way based on the expectation that their efforts will be followed by a given outcome and the attractiveness of that outcome to them. The theory suggests that motivation is a product of expectancy, instrumentality, and valence. It characterizes workers as rational beings who are motivated based on choices between alternatives that vary in expected outcomes and values. However, the theory is complex and abstract, making it difficult to fully test. Some critics argue it has led researchers in different directions rather than providing a unified model of motivation.
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The document discusses various theories of motivation including:
- Maslow's hierarchy of needs which proposes that people are motivated to fulfill basic physiological needs and progress to higher needs of belonging, esteem and self-actualization.
- Herzberg's two-factor theory which distinguishes between hygiene factors like salary that prevent dissatisfaction and motivation factors like achievement that create satisfaction.
- Expectancy theory which proposes that motivation depends on how much value an individual places on a reward and their belief that effort will lead to performance and rewards.
The document also covers intrinsic and extrinsic rewards, with intrinsic rewards from meaningful work being more important for ongoing motivation than extrinsic rewards like pay and benefits.
Porter and lawler model
The Porter and Lawler Model is a theory of work motivation that expanded on Victor Vroom's expectancy theory. It proposes that an individual's motivation to complete a task depends on the reward they expect to receive and that satisfaction is determined by the perceived fairness of intrinsic and extrinsic rewards for high performance. The model incorporates personal and environmental factors, individual differences, and choice among alternative behaviors to explain motivation in work organizations.
Functions and theories of management: Elton Mayo
George Elton Mayo was an Australian psychologist known for founding the Human Relations Movement. He conducted research at the Hawthorne factory that showed workers are motivated not just by money but having their social needs met at work. The Hawthorne Studies surprisingly found that productivity increased regardless of changes in lighting or work conditions. Mayo concluded that workers are best motivated through good communication with managers, managers taking an interest in employees' lives, and encouraging teamwork. His research emphasized the importance of social factors in motivation and influenced businesses to focus more on employee interests.
Job satisfaction
Job satisfaction refers to how well a job fulfills one's needs and wants or serves as a source of enjoyment. There are three main theories of job satisfaction: content theories which focus on fulfilling basic needs, process theories which examine expectancies and values, and situational theories which consider external job factors. Content theories are exemplified by Maslow's hierarchy of needs where lower level needs must be met before higher ones.
Equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Equity theory
Equity theory proposes that employees seek to maintain a balance between their job inputs and outcomes relative to others. It is based on social exchange and comparison. Employees evaluate their ratio of contributions (inputs) to rewards (outcomes) compared to a referent other. Inequity is perceived when one's own input-outcome ratio differs from the referent's. This can cause distress that motivates actions to restore equity, such as changing inputs or outcomes, changing perceptions, or leaving the situation. The theory helps explain perceptions of fairness in the workplace.
Porter and Lawler theory of Motivation
The Porter and Lawler Theory of Motivation is based on Victor Vroom's expectancy theory. It proposes that an individual's motivation to perform a task is influenced by the rewards they expect to receive for performing the task. The theory introduces additional variables like effort, performance, rewards, and satisfaction. It suggests that effort leads to performance, which leads to both intrinsic and extrinsic rewards, which then determine satisfaction depending on whether rewards meet or exceed perceived expectations. The model has implications for overcoming barriers between motivation and performance and ensuring appropriate skills, role clarity, reward probabilities, and reward combinations. It was tested in a job training program study that supported the effort-performance link.
Motivation management_equity theory (Ha Mai, New Zealand)
According to equity theory, employees judge the fairness of their work outcomes based on comparisons with other people, either inside or outside their organization. If they perceive an inequity between their own input-output ratio and that of others, they will experience motivational stress to restore equity. There are three possible comparisons: inequity, where one's own ratio is lower; over-reward, where it is higher; and equity, where the ratios are equal. To reduce inequity, employees may change their own inputs or outcomes, distort perceptions, choose a different comparison person, or leave their job. The theory was developed by Adams in 1963 and has since been expanded through various research studies. While it provides insights into motivation, equity theory has
equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Expectancy theory victor vroom
- Victor Vroom is a professor at Yale School of Management who developed expectancy theory of motivation.
- Expectancy theory states that motivation is based on the expectation that effort will lead to good performance, which will result in desired rewards.
- The theory emphasizes relating rewards directly to performance and ensuring recipients view rewards as deserved.
Neo classical management theories
The document discusses the neo-classical approach to management theory, which includes the human relations movement and behavioral theory. The human relations movement was pioneered by Elton Mayo through the Hawthorne Studies in the 1920s-1930s. A key finding was that social and psychological factors strongly influence worker productivity. Behavioral theory built upon this by focusing on how managerial behavior can motivate employees and encourage commitment to organizational goals through participation and making managers more sensitive to employee needs. Both theories emphasized that organizations are social systems and that human resources are the most important asset.
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The presentation on Equity theory of Motivation starting with history, the theory, inputs and outputs followed by consequences of inequity gives you the detailed view of Equity theory.
Best for students, trainers, employees, etc.
Equity theory
This PPT is the analysis of Equity theory which comes under organisational behaviour. It is simple and Direct.
Expectancy theory
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
Hawthrone studies ( Human Relation Theory)
The document summarizes the Human Relation Theory developed by Elton Mayo based on findings from the Hawthorne Studies conducted between 1924-1933. The studies consisted of several experiments to understand how social and psychological factors in the workplace impact productivity. A key finding was that productivity increased when workers felt valued by managers and coworkers through social interaction and attention to their needs, not just physical working conditions or financial incentives. The theory emphasizes the importance of human relationships over workers being mere cogs in the production process.
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The document discusses different theories of motivation including:
- The three major components of motivation are activation, persistence and intensity. Motivation can also be characterized as intrinsic or extrinsic.
- Equity theory proposes that individuals are motivated by a desire for fairness and justice in relationships. Expectancy theory suggests people are motivated when they believe good performance will lead to desired outcomes.
- Satisfaction and performance theory examines the relationship between job satisfaction and job performance. The document then discusses reactions to inequity according to equity theory and merits and criticisms of different motivation theories.
Human relations(5) 2
The Hawthorne experiments conducted between 1924-1932 at the Hawthorne plant of GE found that worker production was more related to emotional factors and informal relationships between employees than actual work conditions. A series of experiments varying lighting and work arrangements showed that increased production and worker satisfaction were mutually dependent, not solely due to changes in work factors. The experiments demonstrated the importance of non-economic rewards, democratic leadership, and involving workers in decision-making for increased efficiency and viewing the workplace as a social organization rather than just a means of production.
Motivation theory
The Porter and Lawler model of motivation builds on Victor Vroom's expectancy theory. It proposes that an individual's motivation to perform a task depends on their expectation of receiving a reward for their efforts. The model has four main elements: effort, performance, intrinsic/extrinsic rewards, and satisfaction. It provides managers with recommendations to motivate employees such as offering valued rewards, ensuring effort leads to performance and rewards, hiring qualified staff, and designing fair and measurable performance systems.
Expectancy theory critique
Expectancy theory is a motivation theory proposed by Victor Vroom that explains how individuals choose between alternatives that vary in their expected consequences. The theory states that motivation is a function of Expectancy (the belief that effort will lead to performance), Instrumentality (the belief that performance will lead to rewards), and Valence (the value placed on the rewards). Porter and Lawler expanded on the theory by introducing additional factors like abilities, individual satisfaction, and reward equity that influence motivation. While expectancy theory provides insights, it has also received critiques for oversimplifying motivation and difficulties accurately measuring scientific concepts.
Theory of expectancy
This document discusses Victor Vroom's Expectancy Theory of motivation. It defines the three key components of the theory as Expectancy, Instrumentality, and Valence. Expectancy refers to the belief that effort will lead to good performance. Instrumentality is the belief that good performance will result in desired outcomes. Valence is the value an individual places on those outcomes. The theory proposes that individuals will be motivated to behave in a way they believe will maximize desired, valuable rewards through performance and effort. The document provides definitions and explanations of each concept to outline Vroom's Expectancy Theory of motivation in organizations.
Vroom's expectancy theory
Vroom's expectancy theory of motivation proposes that employee motivation depends on three factors: valence, expectancy, and instrumentality. Valence refers to the value an individual places on a reward. Expectancy is the belief that effort will lead to good performance. Instrumentality is the belief that good performance will lead to the desired reward. The theory states that motivation is highest when an individual believes that increased effort will lead to good performance (high expectancy) which will result in a desirable reward (high instrumentality/valence). The theory helps managers understand how to design reward systems to motivate employees.
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The document summarizes three theories of motivation: Victor Vroom's Expectancy Theory, Herzberg's Two-Factor Theory, and Equity Theory.
Vroom's Expectancy Theory states that motivation depends on expectancy, instrumentality, and valence. Herzberg's theory identifies motivator and hygiene factors that can satisfy or dissatisfy employees. Equity Theory proposes that employees compare their own inputs and outcomes to others.
Motivational theory(vroom's)
Victor Harold Vroom developed the Expectancy Theory of motivation which examines why people choose certain actions. The theory proposes that motivation is based on three factors: Expectancy, Instrumentality, and Valence. Expectancy refers to an employee's belief that effort will lead to certain outcomes. Instrumentality refers to the perception of whether desired outcomes will result from the first outcomes. Motivation Force is determined by the Valence, or value, of the potential outcome multiplied by the Expectancy and Instrumentality.
Victor h vroom theory of expectancy
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
Equity theory
Equity theory proposes that individuals who perceive themselves as under-rewarded or over-rewarded will feel distress and try to restore equity. It focuses on whether the distribution of resources between relational partners is fair by comparing their ratios of contributions and benefits. Partners do not need equal benefits or contributions as long as the ratios are similar. The theory acknowledges individual factors affect perceptions. If employees feel underpaid compared to peers, they will be dissatisfied and perform poorly, but recognition and thanks can create satisfaction.
078 Motivational Theories
Motivational Theories and Producivity
Dr f Dejahang (BSc CEng, BSc (Hons) Construction Mgmt, MSc, EX MCIOB EX........ PhD
Organizational Behavior : Motivation
The document discusses several motivational theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, and expectancy theory. It analyzes the key elements and implications of each theory on motivating employees, such as understanding an individual's dominant needs, ensuring fair treatment and rewards, and establishing a clear link between performance and rewards. The theories provide insights for managers on evaluating what motivates different employees and how to apply motivational strategies appropriately.
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Equity theory
Equity theory proposes that employees seek to maintain a balance between their job inputs and outcomes relative to others. It is based on social exchange and comparison. Employees evaluate their ratio of contributions (inputs) to rewards (outcomes) compared to a referent other. Inequity is perceived when one's own input-outcome ratio differs from the referent's. This can cause distress that motivates actions to restore equity, such as changing inputs or outcomes, changing perceptions, or leaving the situation. The theory helps explain perceptions of fairness in the workplace.
Porter and Lawler theory of Motivation
The Porter and Lawler Theory of Motivation is based on Victor Vroom's expectancy theory. It proposes that an individual's motivation to perform a task is influenced by the rewards they expect to receive for performing the task. The theory introduces additional variables like effort, performance, rewards, and satisfaction. It suggests that effort leads to performance, which leads to both intrinsic and extrinsic rewards, which then determine satisfaction depending on whether rewards meet or exceed perceived expectations. The model has implications for overcoming barriers between motivation and performance and ensuring appropriate skills, role clarity, reward probabilities, and reward combinations. It was tested in a job training program study that supported the effort-performance link.
Motivation management_equity theory (Ha Mai, New Zealand)
According to equity theory, employees judge the fairness of their work outcomes based on comparisons with other people, either inside or outside their organization. If they perceive an inequity between their own input-output ratio and that of others, they will experience motivational stress to restore equity. There are three possible comparisons: inequity, where one's own ratio is lower; over-reward, where it is higher; and equity, where the ratios are equal. To reduce inequity, employees may change their own inputs or outcomes, distort perceptions, choose a different comparison person, or leave their job. The theory was developed by Adams in 1963 and has since been expanded through various research studies. While it provides insights into motivation, equity theory has
equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Expectancy theory victor vroom
- Victor Vroom is a professor at Yale School of Management who developed expectancy theory of motivation.
- Expectancy theory states that motivation is based on the expectation that effort will lead to good performance, which will result in desired rewards.
- The theory emphasizes relating rewards directly to performance and ensuring recipients view rewards as deserved.
Neo classical management theories
The document discusses the neo-classical approach to management theory, which includes the human relations movement and behavioral theory. The human relations movement was pioneered by Elton Mayo through the Hawthorne Studies in the 1920s-1930s. A key finding was that social and psychological factors strongly influence worker productivity. Behavioral theory built upon this by focusing on how managerial behavior can motivate employees and encourage commitment to organizational goals through participation and making managers more sensitive to employee needs. Both theories emphasized that organizations are social systems and that human resources are the most important asset.
Equity theory of Motivation
The presentation on Equity theory of Motivation starting with history, the theory, inputs and outputs followed by consequences of inequity gives you the detailed view of Equity theory.
Best for students, trainers, employees, etc.
Equity theory
This PPT is the analysis of Equity theory which comes under organisational behaviour. It is simple and Direct.
Expectancy theory
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
Hawthrone studies ( Human Relation Theory)
The document summarizes the Human Relation Theory developed by Elton Mayo based on findings from the Hawthorne Studies conducted between 1924-1933. The studies consisted of several experiments to understand how social and psychological factors in the workplace impact productivity. A key finding was that productivity increased when workers felt valued by managers and coworkers through social interaction and attention to their needs, not just physical working conditions or financial incentives. The theory emphasizes the importance of human relationships over workers being mere cogs in the production process.
Equity ,expectency & satisfaction performance theory of motivation
The document discusses different theories of motivation including:
- The three major components of motivation are activation, persistence and intensity. Motivation can also be characterized as intrinsic or extrinsic.
- Equity theory proposes that individuals are motivated by a desire for fairness and justice in relationships. Expectancy theory suggests people are motivated when they believe good performance will lead to desired outcomes.
- Satisfaction and performance theory examines the relationship between job satisfaction and job performance. The document then discusses reactions to inequity according to equity theory and merits and criticisms of different motivation theories.
Human relations(5) 2
The Hawthorne experiments conducted between 1924-1932 at the Hawthorne plant of GE found that worker production was more related to emotional factors and informal relationships between employees than actual work conditions. A series of experiments varying lighting and work arrangements showed that increased production and worker satisfaction were mutually dependent, not solely due to changes in work factors. The experiments demonstrated the importance of non-economic rewards, democratic leadership, and involving workers in decision-making for increased efficiency and viewing the workplace as a social organization rather than just a means of production.
Motivation theory
The Porter and Lawler model of motivation builds on Victor Vroom's expectancy theory. It proposes that an individual's motivation to perform a task depends on their expectation of receiving a reward for their efforts. The model has four main elements: effort, performance, intrinsic/extrinsic rewards, and satisfaction. It provides managers with recommendations to motivate employees such as offering valued rewards, ensuring effort leads to performance and rewards, hiring qualified staff, and designing fair and measurable performance systems.
Expectancy theory critique
Expectancy theory is a motivation theory proposed by Victor Vroom that explains how individuals choose between alternatives that vary in their expected consequences. The theory states that motivation is a function of Expectancy (the belief that effort will lead to performance), Instrumentality (the belief that performance will lead to rewards), and Valence (the value placed on the rewards). Porter and Lawler expanded on the theory by introducing additional factors like abilities, individual satisfaction, and reward equity that influence motivation. While expectancy theory provides insights, it has also received critiques for oversimplifying motivation and difficulties accurately measuring scientific concepts.
Theory of expectancy
This document discusses Victor Vroom's Expectancy Theory of motivation. It defines the three key components of the theory as Expectancy, Instrumentality, and Valence. Expectancy refers to the belief that effort will lead to good performance. Instrumentality is the belief that good performance will result in desired outcomes. Valence is the value an individual places on those outcomes. The theory proposes that individuals will be motivated to behave in a way they believe will maximize desired, valuable rewards through performance and effort. The document provides definitions and explanations of each concept to outline Vroom's Expectancy Theory of motivation in organizations.
Vroom's expectancy theory
Vroom's expectancy theory of motivation proposes that employee motivation depends on three factors: valence, expectancy, and instrumentality. Valence refers to the value an individual places on a reward. Expectancy is the belief that effort will lead to good performance. Instrumentality is the belief that good performance will lead to the desired reward. The theory states that motivation is highest when an individual believes that increased effort will lead to good performance (high expectancy) which will result in a desirable reward (high instrumentality/valence). The theory helps managers understand how to design reward systems to motivate employees.
Two factor theory, expectancy theory, equity theory
The document summarizes three theories of motivation: Victor Vroom's Expectancy Theory, Herzberg's Two-Factor Theory, and Equity Theory.
Vroom's Expectancy Theory states that motivation depends on expectancy, instrumentality, and valence. Herzberg's theory identifies motivator and hygiene factors that can satisfy or dissatisfy employees. Equity Theory proposes that employees compare their own inputs and outcomes to others.
Motivational theory(vroom's)
Victor Harold Vroom developed the Expectancy Theory of motivation which examines why people choose certain actions. The theory proposes that motivation is based on three factors: Expectancy, Instrumentality, and Valence. Expectancy refers to an employee's belief that effort will lead to certain outcomes. Instrumentality refers to the perception of whether desired outcomes will result from the first outcomes. Motivation Force is determined by the Valence, or value, of the potential outcome multiplied by the Expectancy and Instrumentality.
Victor h vroom theory of expectancy
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
Equity theory
Equity theory proposes that individuals who perceive themselves as under-rewarded or over-rewarded will feel distress and try to restore equity. It focuses on whether the distribution of resources between relational partners is fair by comparing their ratios of contributions and benefits. Partners do not need equal benefits or contributions as long as the ratios are similar. The theory acknowledges individual factors affect perceptions. If employees feel underpaid compared to peers, they will be dissatisfied and perform poorly, but recognition and thanks can create satisfaction.
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The document summarizes the history and development of organizational behavior. It discusses how scientific management in the 1880s introduced goal setting and rewards to motivate employees. The human relations movement in the 1930s emphasized satisfying employee needs and the Hawthorne Studies showed how social and manager pressures impact productivity. Contributors included Elton Mayo, Mary Parker Follett, and Douglas McGregor who proposed theories about human motivation. Organizational behavior studies individual, group, and organizational level factors that impact employee behavior.
Theories of management
This document discusses several theories of management that may be useful for nursing leaders to consider, including: classical management theory, scientific management theory, human relations theory, and behavioral management theories. It provides an overview of several influential thinkers in management theory such as Taylor, Fayol, Maslow, and Likert. The document emphasizes that no single theory can guide nursing leadership in every situation, and leaders should consider multiple theories to develop an effective individual management style.
Theories & models of nursing administration.ppt
This document provides an overview of various models and theories of management thought from 1890 to present. It discusses early classical approaches from Taylor's scientific management to Fayol's administrative management. Contemporary approaches discussed include human relations theory, contingency theory and organizational behavior. Various management thinkers are summarized, including Follett, Mayo, Maslow, McGregor, Barnard, Mintzberg and Ouchi. The document also discusses models of nursing administration, including contextual factors, fields of inquiry, and the Canadian Association model and standards.
Evolution of management theory
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
Motivation (final ppt)
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
Mba i ob u 3.1 motivation concept
The document outlines key motivation theories discussed in an organizational behavior course, including: early theories from Maslow, McGregor, Herzberg and McClelland; contemporary theories like self-determination theory, goal-setting theory, reinforcement theory, equity theory and expectancy theory; and implications of applying motivation concepts globally. It provides an overview of each theory's core concepts and criticisms to help readers understand different approaches to explaining what drives human behavior and performance.
Motivation information
Taylor developed scientific management theory based on his experiences rising through the ranks of management. He believed workers were incapable of understanding tasks and should be directed by managers. Taylor assumed people are rational and motivated by money, responding as individuals rather than groups. This ignores that different people are motivated in different ways and money is not the sole motivator. Mayo found workers responded to attention, recognition and good communication between managers and groups. Herzberg determined motivators like achievement and responsibility drive employees, while hygiene factors like pay and conditions prevent dissatisfaction. McGregor proposed Theory X viewed workers as lazy and needing control, while Theory Y found effort comes naturally with responsibility and achievement.
OB U1.pptx
This document provides an overview of organizational behavior including its objectives, outcomes, major contributing disciplines, and evolution. The objectives are to understand individual and group behavior, apply OB knowledge to business, and develop better workplace relationships. Regarding evolution, the document discusses the classical approach focusing on efficiency, the neo-classical approach emphasizing human relations, and the modern approach combining classical and social science concepts. Major disciplines influencing OB include psychology, sociology, social psychology, anthropology, and political science.
Motivating employees
The document discusses several theories of motivation:
1) Scientific Management by F.W. Taylor who believed money was the main motivator for workers.
2) The Human Relations school led by Elton Mayo who found social factors like belonging were more important motivators.
3) Maslow's Hierarchy of Needs which arranged human motivations from basic physical needs to higher psychological needs.
4) Herzberg's Two Factor theory which separated motivators like achievement from hygiene factors like pay that prevent dissatisfaction.
The theories provide frameworks to understand worker motivation but their applicability depends on the work situation. Motivation generally increases efficiency so all theories can help organizations.
Development of management thoughts ppt.pptx
This document summarizes the development of management thought across three stages: classical theory, neo-classical theory, and modern management theories. The classical theory included bureaucratic, scientific, and administrative management approaches. The neo-classical theory focused on the human relations movement and behavioral sciences movement. Modern management theories include the systems approach and contingency approach. Key thinkers discussed include Weber, Taylor, Fayol, Mayo, Maslow, McGregor, and others. The document outlines the principles and contributions of these various approaches to management thought over time.
Motivation.ppt
The document discusses several theories of motivation: McGregor's Theory X and Theory Y describe different views of employee motivation and productivity; Taylor's scientific management theory claims money primarily motivates workers; Mayo found positive attention and involvement in decisions improves motivation; Herzberg identified hygiene and motivator factors; Maslow's hierarchy of needs proposes people are motivated to fulfill lower level needs before pursuing higher level needs.
Classical and Neo Classical Theory
The document summarizes classical management theories including scientific management, administrative management, and bureaucratic management. Scientific management focused on improving efficiency through tasks analysis, time-motion studies, and differential wages. Administrative management principles emphasized division of work, authority and responsibility, and discipline. Bureaucratic management was based on firm rules, hierarchies, and impersonal treatment of workers. Later, the human relations movement arose in response to classical theories, emphasizing that human factors are important for productivity and management style.
Approaches of management
The document discusses the historical evolution of management approaches from classical to modern theories. It covers classical approaches like scientific management which emphasized efficient work methods. Next it discusses administrative management which focused on managing the entire organization. The human relations movement highlighted the importance of human behavior and motivation, as shown through the Hawthorne Studies. Finally, behavioral science and quality management introduced a more holistic and contingency-based view of organizational management.
Approaches of management
The document discusses the historical evolution of management approaches from classical to modern theories. It covers classical approaches like scientific management which emphasized efficient work methods. Next it discusses administrative management which focused on managing the entire organization. The human relations movement highlighted the importance of human behavior and motivation, as shown through the Hawthorne Studies. Finally, behavioral science and quality management introduced a more holistic and contingency-based view of organizational management.
Hawthrone Studies.ppt
The Hawthorne Studies conducted in the 1920s and 1930s explored the impact of various working conditions on productivity. The illumination studies found that changes in lighting had little effect, while the relay assembly studies discovered that productivity consistently increased regardless of whether conditions improved or worsened. This highlighted the importance of social and human factors in influencing worker behavior and performance. The Hawthorne Effect was observed, where participants performed better simply from being observed. The studies challenged assumptions of scientific management and were influential in establishing the human relations school of management.
Similar to Behavioral theories of pay system (20)
Behavioral theories of pay system
- 2. Motivation Theory - Taylor • Taylor made three key assumptions about human behavior at work: (1) Man is a rational economic animal concerned with maximizing his economic gain; (2) People respond as individuals, not as groups (3) People can be treated in a standardized fashion, like machines • Taylor had a simple view about what motivated people at work - money. He felt that workers should get a fair day's pay for a fair day's work, and that pay should be linked to the amount produced (e.g. piece-rates).
- 3. The 3 Basic Variables. • EXPECTANCY : The belief that one’s efforts will positively influence one’s performance. • INSTRUMENTALITY: An individual’s belief regarding the likelihood of being rewarded. • VALENCE: The value a individual places on the rewards.
- 4. Equity Theory • The Adams’ Equity Theory is named after John Stacey Adams, a workplace and behavioral psychologist, who developed this job motivation theory in 1963 • Focuses on people’s perceptions of the fairness (or lack of fairness) of their work outcomes in proportion to their work inputs. • A relative outcome to input ratio comparison to oneself or to another person (referent) perceived as similar to oneself. • Equity exists when a person perceives that their outcome/input ratio to be equal to the referent’s ratio. – If the referent receives more outcomes, they should also give more inputs to achieve equity.
- 5. The Hawthorne Studies • Study of worker efficiency at the Hawthorne Works of the Western Electric Co. during 1924-1932. – Worker productivity was measured at various levels of light illumination. – Researchers found that regardless of whether the light levels were raised or lowered, productivity rose. • Actually, it appears that the workers enjoyed the attention they received as part of the study and were more productive.
- 6. Behavioral Management • Focuses on the way a manager should personally manage to motivate employees. • Mary Parker Follett: an influential leader in early managerial theory. – Suggested workers help in analyzing their jobs for improvements. – The worker knows the best way to improve the job. – If workers have the knowledge of the task, then they should control the task.