Motivation: Equity, expectancy, goal settingExample: Gary HallAdam’s Equity Theory of MotivationPractical Lessons: Equity TheoryExpectancy Theory of MotivationPractical Lessons: Expectancy TheoryMotivation Through Goal SettingPutting Motivational Theories to WorkImplications for managersMotivation: Equity, Motivation: Equity, expectancy, goal expectancy, goal settingsettingChapter 7Chapter 7Example: Gary HallExample: Gary HallSet swimming records since he was in Set swimming records since he was in high school.high school.Most decorated American summer Most decorated American summer Olympic athlete.Olympic athlete.Graduated Indiana University.Graduated Indiana University.Graduated from University of Cincinnati Graduated from University of Cincinnati Medical School.Medical School.Practicing Ophthalmologist.Practicing Ophthalmologist.Adam’s Equity Theory of Adam’s Equity Theory of MotivationMotivationEquity Theory: Holds that motivation is a Equity Theory: Holds that motivation is a function of fairness in social exchanges.function of fairness in social exchanges.Do rewards = contributive input?Do rewards = contributive input?Compare perceived fairness with others.Compare perceived fairness with others.Inequity = motivation to restore equityInequity = motivation to restore equityex) “getting even”ex) “getting even”Practical Lessons: Equity Practical Lessons: Equity TheoryTheoryManagers should not discount Managers should not discount employees’ feelings & perceptions.employees’ feelings & perceptions.It is the employees’ view of reality that It is the employees’ view of reality that counts.counts.Employees should be given a voiceEmployees should be given a voiceTreating employees inequitably can lead Treating employees inequitably can lead to litigation.to litigation.Expectancy Theory of Expectancy Theory of MotivationMotivationExpectancy Theory: hold that people are Expectancy Theory: hold that people are motivated to behave in ways that motivated to behave in ways that produce valued outcomes.produce valued outcomes.Effort= performance expectancies= Effort= performance expectancies= outcome.outcome.Practical Lessons: Practical Lessons: Expectancy TheoryExpectancy TheoryManagers need to link employee Managers need to link employee performance and valued rewards.performance and valued rewards.What are some prerequisites to linking What are some prerequisites to linking performance and rewards?performance and rewards?- - develop and communicate performance standardsdevelop and communicate performance standards- need valid and accurate performance ratings- need valid and accurate performance ratings- determine relative mix of individual vs. team- determine relative mix of individual vs. team- use performance ratings to allocate rewards - use performance ratings to allocate rewardsMotivation Through Goal Motivation Through Goal SettingSettingDifficult goals lead to high performance.Difficult goals lead to high performance.Goals should not be impossible.Goals should not be impossible.Feedback enhances the effect.Feedback enhances the effect.Participative, assigned, and self-set Participative, assigned, and self-set goals are equally effective.goals are equally effective.Goal commitment and monetary Goal commitment and monetary incentives.incentives.Putting Motivational Putting Motivational Theories to WorkTheories to WorkDynamics within an organization interfere Dynamics within an organization interfere with applying motivational theories in with applying motivational theories in “pure”.“pure”.Motivation is only one of several factors Motivation is only one of several factors that influence performance.that influence performance.Individual differences are important to Individual differences are important to motivation.motivation.Method used for evaluation is important.Method used for evaluation is important.Implications for Implications for managersmanagersManagers need to make extrinsic rewards Managers need to make extrinsic rewards contingent on performance.contingent on performance.Managers need to ensure that performance Managers need to ensure that performance goals are directed to achieve the “right” end.goals are directed to achieve the “right” end.Managers need to make rewards that are Managers need to make rewards that are clearly tied to performance.clearly tied to performance.Feedback should also be linked to Feedback should also be linked to performance.
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