Title: Motivation II: Equity, Expectancy, and Goal Setting
1Chapter Seven
Motivation II Equity, Expectancy, and Goal
Setting
2A Job Performance Model of Motivation
Individual Inputs
Skills
Ability, Job knowledge Dispositions
Traits Emotions, Moods, Affect Beliefs Values
Motivational Processes
Arousal Attention Intensity
Direction Persistence
Motivated Behaviors
Job Context
Physical Environment Task Design Rewards
Reinforcement Supervisory Support
Coaching Social Norms Organizational Culture
Enable, Limit
3A Job Performance Model of Motivation (cont.)
Skills
Individual Inputs
Motivated Behaviors
Focus Direction, What we doIntensity Effort,
how hard we tryQuality Task
strategies, the way we do
itDuration Persistence, how
long we stick to it
Motivational Processes
Performance
Job Context
Enable, Limit
4Chapter Seven Outline
- Adams Equity Theory of Motivation
- The Individual-Organization Exchange Relationship
- Negative and Positive Inequity
- Expanding the Equity Concept
- Practical Lessons from Equity Theory
- Expectancy Theory of Motivation
- Vrooms Expectancy Theory
- Research on Expectancy Theory and Managerial
Implications
5Chapter Seven Outline (continued)
- Motivation Through Goal Setting
- Goals Definition and Background
- How Does Goal Setting Work?
- Insights from Goal Setting Research
- Practical Applications of Goal Setting
- Putting Motivational Theories to Work
6Adams Equity Theory
- People strive for fairness and justice in social
exchanges - Cognitive perception of fairness or lack of it
affects behavior - Inputs education, skills, training, effort,
etc. - Outputs pay, fringe, security, recognition, etc.
7Negative and Positive Inequity
A. An Equitable Situation
Other
Self
8Negative and Positive Inequity (cont)
9Negative and Positive Inequity (cont)
C. Positive Inequity
Other
Self
10Equity Sensitivity
Equity Sensitivity is an individuals tolerance
for negative and positive equity.
- Benevolents
- Sensitives
- Entitleds
11Organizational Justice
- Distributive Justice The perceived fairness of
how resources and rewards are distributed. - Procedural Justice The perceived fairness of the
process and procedures used to make allocation
decisions. - Interactional Justice
The perceived fairness of the decision
makers behavior in the process of
decision making.
12Lessons 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
13Vrooms Expectancy Theory Concepts
Expectancy Belief that effort leads to a
specific level of performance
Instrumentality A performance ? outcome
perception.
Valence The Value of a reward or outcome
14Valence
- Reward-cost balance
- Best for organization
- Individual motivation
- Uncontrollable future events
- Array of alternatives
- Certainty, risk, uncertainty
- Bounded rationality
- Organization?
15Managerial Implications of Expectancy Theory
- Determine the outcomes employees value.
- Identify good performance so appropriate
behaviors can be rewarded. - Make sure employees can achieve targeted
performance levels. - Link desired outcomes to targeted levels of
performance. - Make sure changes in outcomes are large enough to
motivate high effort. - Monitor the reward system for inequities.
16Organizational Implications of Expectancy Theory
- Reward people for desired performance, and do not
keep pay decisions secret. - Design challenging jobs.
- Tie some rewards to group accomplishments to
build teamwork and encourage cooperation. - Reward managers for creating, monitoring, and
maintaining expectancies, instrumentalities, and
outcomes that lead to high effort and goal
attainment. - Monitor employee motivation through interviews or
anonymous questionnaires. - Accommodate individual differences by building
flexibility into the motivation program.
17Goals
Goal What an individual is trying to accomplish.
Directing ones attention
Regulating ones effort
Task performance
Goals motivate the individual by...
Increasing ones persistence
Encouraging the development of goal- attainment
strategies or action plans
18Insights from Goal-Setting Research
- Difficult Goals Lead to Higher Performance.-
Easy goals produce low effort because the goal is
too easy to achieve.- Impossible goals
ultimately lead to lower performance because
people begin to experience failure. - Specific Difficult Goals Lead to Higher
Performance for Simple Rather Than Complex
Tasks.- Goal specificity pertains to the
quantifiability of a goal.- Specific difficult
goals impair performance on novel, complex
tasks when employees do not have clear strategies
for solving these types of problems. - Feedback Enhances The Effect of Specific,
Difficult Goals.- Goals and feedback should be
used together.
19Insights from Goal-Setting Research(continued)
- Participative Goals, Assigned Goals, and Self-Set
Goals Are Equally Effective.- Managers should
set goals by using a contingency approach.
Different methods work in different situations. - Goal Commitment and Monetary Incentives Affect
Goal-Setting Outcomes.- Difficult goals lead to
higher performance when employees are committed
to their goals.- Difficult goals lead to lower
performance when employees are not committed to
their goals.- Goal based incentives can lead to
negative outcomes for employees in complex,
interdependent jobs requiring cooperation.
Employees may not help each other. Quality
may suffer as employees pursue quantity goals.
Commitment to difficult goals may suffer.
20Guidelines for Writing SMART Goals
- Specific
- Measurable
- Attainable
- Results oriented
- Time bound
21In class . . .
- It is not their motivation, it is their hitting
average. - Ron Swoboda (Major League Baseball player) on a
proposal to hire a motivational consultant for a
team in a hitting slump