Vroom’s motivation theory and porter lawler motivation theory
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This document discusses motivational theories including Vroom's Expectancy Theory, Porter-Lawler Theory, and intrinsic and extrinsic rewards. It explains that according to expectancy theory, motivation to complete a task is affected by the expected reward. Porter-Lawler theory built upon this by introducing intrinsic rewards like satisfaction and extrinsic rewards like bonuses. It also claims expectancy theory oversimplifies by assuming increased rewards always motivate more work, when employees must value the reward. In conclusion, the document analyzes motivational theories and how expected rewards influence employee motivation.
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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.
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It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
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1. Companies are emphasizing employee responsibility for career management as organizations restructure and expand. Resources like training, mentoring, and coaching managers support employee careers and development.
2. Retaining employees relies on factors like exciting work, career growth opportunities, supportive management, meaningful work, and fair pay. Companies must balance advancing current employees' careers with attracting new hires.
3. Human resource management involves attracting, developing, and retaining a quality workforce through activities like planning, recruitment, training, performance reviews, and career development programs. Linking HR strategies to organizational mission and goals helps create a competitive advantage through people.
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This document discusses factors that influence job satisfaction and the effects of job satisfaction on employee performance and turnover. It finds that overall job satisfaction has declined in the US from 61% in 1987 to 47% in 2006. Key determinants of job satisfaction include the nature of the work, supervision, pay, promotion opportunities, and relationships with coworkers. Higher job satisfaction is linked to lower absenteeism and turnover. Dissatisfied employees may express their dissatisfaction through exit, voice, loyalty, or neglect.
Performance planning
Performance planning, role analysis, and evaluation are important performance management processes. Performance planning involves managers and employees setting goals and expectations for the upcoming period. It aims to align employee goals with organizational objectives. Role analysis defines an individual's role and responsibilities based on expectations from others in the organization. Performance evaluation assesses an employee's progress on goals and provides feedback. It is done annually by supervisors, managers, and sometimes peers or customers to recognize excellence, identify training needs, and inform compensation decisions. The goal is to improve performance and services through objective setting, progress assessments, and comprehensive evaluations.
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ISOEL provides organizational and student benefits such as training students to think like entrepreneurs with new ideas, connecting organizations to universities and firms, and providing over 100 hours of entrepreneurial leadership instruction and certification. This helps organizations stand out and attract more students, while students learn in-demand skills from Western instructors to develop ideas that could become successful businesses with the help of ongoing mentorship. ISOEL cultivates new ideas, innovation, and international connections that lead to opportunities, superior skills, job creation, and economic growth.
Goal setting theory
The document summarizes Edwin Locke's goal-setting theory of motivation from the 1960s. It states that specific, challenging goals along with feedback lead to higher task performance. Goals provide direction for employees and motivation to work towards attainment. Clear, measurable goals result in better output than vague goals. Goals should be realistic yet challenging to give a sense of pride and set employees up for future goals. Feedback further improves performance by directing behavior.
Employee Rewards and Recognition
Participants will be able to:
Understand the evolution of employee rewards and recognition
Understand what employees really want out of work and be able to apply this understanding to implement a process to design recognition and reward systems
Know how why effective reward and recognition systems are important through their contribution to the business bottom-line
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This document provides an overview of the healthcare industry in India. It discusses that India has a rapidly growing economy projected to grow at 7.8% annually over the next 10 years. This growth is being driven by India's large population and strong services sector. The pharmaceutical industry in India is also growing significantly and is projected to become one of the top 10 pharmaceutical markets globally by 2020, reaching $50 billion in sales. This growth will be supported by India's expanding middle class and increased healthcare spending. The document also notes that price controls exist for some essential drugs in India but drug pricing strategies will need to be aggressive to increase affordability and access to medicines for more of the population.
Motivation at work
This document discusses 8 factors that can affect employee motivation and productivity: 1) Interesting work that aligns with employees' interests and talents, 2) Appreciation and recognition of employees' efforts, 3) Involving employees in creating work processes, 4) Achievement through meaningful rewards and recognition, 5) Fostering job security through pride in the company rather than fear, 6) Paying employees according to their ability, 7) Creating a good working environment, and 8) Being part of a supportive team. The document emphasizes the importance of intrinsic and extrinsic motivation as well as social and psychological needs in the workplace.
Porter and Lawler Model of Motivation
The Porter and Lawler model of motivation posits that an individual's motivation depends on (1) the effort they put in, (2) their ability and traits, (3) their perception of the task, (4) their performance on the task, and (5) the rewards they receive. According to this model, motivation is maximized when individuals believe their efforts will lead to good performance and rewards, the rewards are attractive to them, and their abilities and understanding of the task allow for good performance. The model helps managers understand what motivates employees and how to influence their behavior to achieve organizational goals.
PROJECT ON JOB SATISFACTION
This document is a project report submitted for a Master's degree in Business Administration. It examines job satisfaction, with a focus on employees at RTPP. The report includes an introduction to job satisfaction, definitions of job satisfaction, the importance of job satisfaction, dimensions of job satisfaction, theories of job satisfaction, and factors influencing job satisfaction such as personal factors, motivational factors, and the nature of work/job design. The project was conducted under the guidance of a professor and assistant professor to partially fulfill an MBA degree.
Goal-Setting Theory of Motivation
Goal-Setting Theory of Motivation involves the development of an action plan designed to motivate and guide a person or group toward a goal.
proyecto de Business.pptx
This document discusses motivating employees in the workplace. It begins by defining motivation and explaining that motivated employees perform better. It then outlines several objectives for motivating employees, including getting them to achieve different results, develop new skills, and have opportunities to apply those skills. The document discusses various methods for motivating employees, such as flexibility, training, rewards, promotion opportunities, and recognizing their work. It concludes that motivation plays an important role in any company by encouraging employees to fulfill their tasks willingly rather than just as an obligation.
When we decide to make something compensable we assert its value.pdf
When we decide to make something \"compensable\" we assert its value, relative to other factors.
For your response, consider the following two questions: 1) As you observe our society what are
some of the key compensable factors that affect who gets paid what? 2) Given those factors,
what can you surmise/deduce are some of the key assumptions (about work and pay or about
society in general) underlying the relative distribution of values?
Solution
These 10 elements describe the specific job requirements in terms of compensable factors. The
primary compensable factors that affects are:
1. Experience- How long should the incumbent have workrd in this job or in closely related jobs
to be fully qualified? It is important that the experience be within or outside the organisation.
2. Education- What does the job require in terms of formal schooling, training, certificate or
knowledge of a specialized field?
3. Responsibility- Is the employee responsible for the safety of other employees or for the loss or
damage to tools, materials or equipement?
4. Complexity of duties- Does the job require the incumbent to show judgement and initiative or
to make independent decisions?
5. Supervision received- How closely does the incumbent\'s immediate suoervisor or manager
check his or her work?
6. Supervision exercised- How many people does the incumbent\'s supervise, directly or
indirectly?
7. Consequences of error- If the incumbent made an error, what dollar loss would be likely to
result?
8. Working conditions- Is there anything in the work environment that is unusually hazardous or
uncomfortable?
9. Mental, Physical and visual demands- What degree of concentration is required? Are there
special physical demands?
10. Confidential data- To what extent is the incumbent responsible for confidential information?
To what extent are integrity and discretion important?.
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.
Motivationgoalsettings
Edwin Locke put forward the goal-setting theory of motivation in the 1960s, stating that specific and difficult goals with feedback lead to higher task performance. The theory emphasizes that goals need to be specific, difficult but attainable, accepted, used to evaluate performance, and linked to timely, credible feedback. Setting goals improves performance by increasing motivation, effort, and feedback quality. Research supports predictions that the most effective performance results from specific, challenging goals that create commitment and acceptance.
Similar to Vroom’s motivation theory and porter lawler motivation theory (20)
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Vroom’s motivation theory and porter lawler motivation theory
- 1. At Institute of Engineering & Management, Saltlake, Kolkata
- 2. 1.ARPAN 2.ARINDAM 3.BHAGYASHREE 4.POUSHALI 5.MONOJIT 6.ANIRBAN 7.PRIYA 8.PRITAM 9.SWARNALI 10.ADITI 11.PAYEL 12.SAHELI
- 3. 1.Vroom’s Expectancy Theory 2.Porter-Lawler Theory 3. Conclusion 4.Motivational Video
- 4. Expectancy • “Can I achieve the desired level of task performance?” Instrumentality • “What work outcomes will be received as a result of the performance?” Valence • “How highly do I value work outcome?”
- 7. Porter and Lawler categorized the reward as intrinsic and extrinsic Intrinsic rewards are the positive feelings that the individual experiences from completing the task e.g. satisfaction, sense of achievement. Extrinsic rewards are rewards emanating from outside the individual such as bonus, commission and pay increases.
- 9. Edward Lawler claims that the simplicity of expectancy theory is deceptive because it assumes that if an employer makes a reward, such as a financial bonus or promotion, enticing enough, employees will increase their productivity to obtain the reward. However, this only works if the employees believe the reward is beneficial to their immediate need.
- 10. Porter and Lawler used Victor Vroom’s expectancy theory as a foundation to develop their expectancy model. Similar to Vroom’s theory 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. However Porter and Lawler introduced additional aspects to the expectancy theory.
- 11. We take this opportunity to express our gratitude and thanks to our Poulami Madam for valuable technical suggestion without which this presentation would not have come to an existence. We are also thanked to the almighty and also we deeply express our hurtful thanks to our members for supporting us. Lastly, we are grateful to the audience for having the patience to listen the presentation.
- 12. Book:- 1.Organization Behaviour-S Robbins 2. Organization Behaviour-F Luthans Website:- 1.www.google.com 2.www.Wikipedia.com 3.www.slideshare.com