Process theories - what do employees think about the rewards we give them: Expec

Question

Process theories - what do employees think about the rewards we give them: Expectancy theory: can I do it? Will I be rewarded for doing it? Do I like the rewards? Is not always operational due to politics and lack of rewards Equity theory: We are constantly doing "mental calculus" to ascertain our position relative to other people in our peer group Job characteristics Model: Suggest that if companies want to "self-actualize" employees, they should use techniques that employees will like; such as providing autonomy (e.g., job sharing, flex time), task identity, skill variety, and task significance Diversity

Explanation / Answer

Procees based Theories to motivation are concerned with how motivation occurs. They focus on why people choose to enact certain behaviour to fulfil their needs and how they evaluate their satisfaction after they have attained their goals. So, what an employee thinks after rewarding for their job can be identifed through their behaviour or actions. Two of the most useful process based approaches are expectancy theory and equity theory.

EXPECTANCY THEORY: It was developed by Victor Vroom. This theory suggest that motivation depends on two things: Desire for a particular goal of an individual and how likely he thinks ha can grap it up.

Expectancy theory rests on four assumptions:

1. Behaviour is determined by combination of an effort by an individual and the environment

2. Making decisions about their own behaviour in organisation

3. Different people have different needs, wants, desires and goals

4. choice of alternative behaviour based on their preception which will lead to desired outcomes

This model suggest that motivation leads to performance, performance leads to outcome, outcome with certain values leads to valence

According to this model individual develop some sense of expectation befor they exhibit.

Effort to performance expectancy: It refers to individual's perception of the probability and and its result. when an individual believes that their effort will lead to high performance that is close to 1.00, if it results very low then it is close to 0.00 and if we are not about our expectations, its is moderate and lies between 0 to 1

Performance to outcome: if an individual belives that performance has high relationship with reward then its close to 1. if it has low relation then it is 0. also it has moderate expetancy then its between 1 to 0

Outcome and valence: Individual may experience a variety of outcome as a consequences of behaviour in an environment. if an individual wants an outcome its valence is positive, if not, its negative

So, for motivated behaviour, the sum of above said 3 conditions of an individuals must greater than 0. The manager should always keep in mind that what an employee prefer, clarify the level of performance, establish attainable goals, link desired goals

Later Porter-Lawlerz extended the expectancy theory as the relationship of satisfaction and performance

EQUITY THEORY is developed by J. Stacy Adams. it argues that motivation arises out of simple deisre to be treated fairly and equally. Developped through four process:

1. the way an individual being treated

2. choose a co-workers and observe how an organisation trats him.

3. comparing self and coworker being treated

4. evalutates the sense of equity

the comparison may result in 3 different attitude;

1. equitably rewarded

2. over- rewarded

3. under - rewarded

Hence, the best way to avoid any deviations make the employees aware of the basis for rewards

Reinforcement based approaches to motivation: this approach focus mainly the behaviour are maintained and changed overtime. Behaviour that results in rewarding are repeated and to be punished are are less likely to be repeated.

four types of reinforcement contingencies are positive reinforcement ( pay, promotions, award), avoidance ( unpleasent consequences), punishement ( weaken undesire behaviour) and extinction (used to weaken behaviour which are to be avoided)

Job characteristic model:

Identifies which factor motivate people certain behaviour. Self actualization is the toppest hierarchy needs of Maslow's need theory. these needs are highly individualized and personal, self- actualization are perhaps the most difficult for managers to address. for better realization manager should identifies one's potentional for continuous growth and indidual development. so it is suggestable that an individual employee should try to meet these needs on his own end. However, an organisation can help his employee by creating a climate for fulfillment of self-actualization needs by decision making, and participating inmanagerial functions. for instance, an organisation can help in fulfillment of the needs by encouraging employee's participation in decision making process and by providing them with an oppurtunity to learn new things about their jobs and organisation, this process of contributing to actual organisational performance helps employees experince persoanl growth and development associated with self-actualizing.

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