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Chapter 7; Motivation II: Equity, Expectancy, and Goal Setting

Adams’s Equity Theory of Motivation

Is a model of motivation that explains how people strive for fairness and justice in social exchanges.

This theory is based on cognitive dissonance theory.

Individual-Organization Exchange Relationships

Two primary components are involved in the employee-employer exchange.

Inputs = such things as education, training, creativity, and or seniority. Things that you bring to the table.

Outcomes= pay, bonuses, fringe benefits,and or challenging assignments. These are things that you are compensated with.

Negative and Positive Inequity

Is a persons evaluation of whether he or she receives adequate rewards to compensate for his or her contributive inputs.Three types of Equity

An equitable situationNegative InequityPositive Inequity

Thresholds of Equity and Inequity

Equity Sensitivity is an individual’s tolerance for negative and positive equity.Three types of sensitivity

Benevolent TypesEquity SensitivesEntitleds

Organizational Justice

Components of Organizational JusticeDistributive Justice

The perceived fairness of how resources and rewards are distributed.

Procedural JusticeThe perceived fairness of the process and

procedures used to make allocation decisions. Interactional Justice

Extent to which people feel fairly treated when procedures are implemented.

Expectancy Theory of Motivation

Holds that people are motivated to behave in ways that provide valued outcomes.

Victor Vroom Expectancy Theory

Book focuses mainly on Vrooms expectancy theory form his 1964 book, Work and Motivation

Three key concepts:ExpectancyInstrumentalityValence

Vroom’s Expectancy Theory in Action

FedEx college age workers in the cargo terminal and there lack of motivation.

Research shows…

There are three issues to consider when deciding on the relative balance between monetary and nonmonetary rewards.

There are four prerequisites to linking performance and rewards.

Motivation through Goal Setting

Successful people tend to have one thing in common, their lives are goal oriented.

Goal: what an individual is trying to accomplish; it is the object or aim of an action.

Management by objectives (MBO): a management system that incorporates participation in decision making, goal setting, and objective feedback.

How Does Goal Setting Work?

Locke’s model has four motivational mechanisms 1. Goals Direct Attention

• Goals direct one’s attention and effort toward goal-relevant activities and away from goal-irrelevant activities.

2. Goals Regulate Effort• Goals motivate us to act.

3. Goals Increase Persistence• Persistence represents the effort expended on a task over

an extended period of time.

4. Goals Foster the Development and Application of Task Strategies and Action Plans

• Helps encourage people to develop strategies and action plans that enable them to achieve their goals.

5 insights to Goal Setting

Difficult Goals lead to Higher Performance

Goal Difficulty reflects the amount of effort required to meet a goal

Specific, Difficult goals lead to higher performance for simple rather than complex task

Goal Specificity pertains to the quantifiability of a goal

5 insights to Goal Setting

Feedback enhances the effect of specific, difficult goals. Feedback allows people to know how they

are performingParticipative goals, assigned goals, and

self-set goals are equally effective It has not been found in studies that any

one of the approaches is more effective than the other

5 insights to Goal Setting

Goal commitment and monetary incentives affect goal-setting outcomesGoal commitment is the extent to which an

individual is personally committed to achieving a goal.

Practical Applications of Goal Setting

Step 1: Set Goals Goals should be

SMART; specific, measurable, attainable, results orientated, and time Bound

Practical Applications of Goal Setting

Step 2: Promote Goal Commitment Important because

employees are more motivated to pursue goals they view as reasonable, obtainable, and fair.

Step 3: Provide Support and Feedback “Motivation without

knowledge is useless”

Putting Motivational Theories to Work

Successfully designing and implementing motivational programs is not easy

Method to evaluate performance Equity theoryExpectancy theory

Putting Motivational Theories to Work

Undesirable employee behavior can be due to a host of deficient individual inputs or job context factors

Performance must be accurately evaluated and rewards should be equitably distributed

Employee motivation and behavior are influenced by organizational culture