Motivation Theory - PORTER AND LAWLER

1. PORTER AND LAWLER THEORY OF
MOTIVATION

2. HUMAN RESOURCE MANAGEMENT - II
PRESENTED TO : DR. KASTURI NAIK
PRESENTED BY : SWAPNALI KAMBLE M-7129
ABDAL KHAN M-7130
ABOLI KULKARNI M-7131
AKSHITA KURTADKAR M-7132
HARDIK MAKWANA M-7133
SWAPNIL MANE M-7134
VIKAS MEHER M-7135
2

3. What is motivation….?
Motivation is the inner state causing an individual to
behave in a way that ensures accomplishment of some
goal.
When managers understand what motivates different
individuals, they can better influence their employees to
accomplish organizational objectives.

4. INTRODUCTION
PORTER and LAWLER used VICTOR’S VROOM
expectancy theory as a foundation to develop their
expectancy model.
Similarly , PORTER and LAWLER concluded that an
individual’s motivation to complete a task is affected by the
reward they expect to receive for completing the task.

5. Expectancy Theory
Explains workers motivation in terms of anticipated
rewards….
The psychological force on an employee to exert effort is
a function of two factors:
•Expectancies in future
•Attractiveness of specific outcomes

6. Implications of Expectancy Theory
Employees must perceive a close link between effort and
performance
•requires careful selection, training, and job design
Employees must perceive a close and consistent link
between rewards and performance
•requires careful compensation design and
administration, performance review, and
communications

7. EXPECTANCY THEORY OVERVIEW

8. The Porter-Lawler Model of Motivation
Integrates both content and process theories into one
interactive model

9. four basic assumptions about human behaviour
It is a multi variate model. According to this model, individual
behaviour is determined by a combination of factors in the
individual and in the environment.
Individuals are assumed to be rational human beings who make
conscious decisions about their behaviour in the organisations.
Individuals have different needs, desires and goals.
On the basis of their expectations, individuals decide between
alternate behaviours and such decided behaviour will lead to a
desired outcome.

10. Major Elements of Model
EFFORT :-
Effort refers to the amount of energy which a person exerts on a job.
PERFORMANCE :-
―Effort leads to performance.
―The expected level of performance will depend upon the amount of effort,
the abilities and traits of the individual and his role perceptions.
―Abilities include knowledge, skills and intellectual capacity to perform the
job.
―Traits which are important for many jobs are endurance, pre-servance, and
goal directedness.
―Thus, abilities and traits will moderate the effort- performance relationship.

11. INTRINSIC REWARD :-
intrinsic rewards can be defined as the feeling of contentment one finds in
completion of any task.
EXTRINSIC REWARD :-
Extrinsic rewards are the physical ones that come from an external
source.
SATISFACTION :-
Satisfaction will result from both extrinsic and intrinsic rewards.

12. Conclusions of Porter-Lawler’s Model
A CHECKLIST FOR MANAGERS TO USE IN
MOTIVATING EMPLOYEES; MANAGERS SHOULD:
•Offer valued rewards
•Create perceptions that effort will lead to rewards
•Design jobs so that effort leads to high performance
•Hire qualified employees

13. Conclusions of Porter-Lawler’s Model (cont.)
•Train employees in the correct manner for performing
their task
•Design tasks so that performance is measurable
•Design reward systems so that rewards are tied to
performance
•Ensure that rewards are viewed as fair and equitable