MGHB02H3 Chapter Notes - Chapter 5.5: Achievement Orientation, Goal Setting, Motivation
5.5 Explain and discuss the process theories of motivation
Process theories: Ho otiatio ours
Expectancy Theory: motivation is based on what people expect to happen after their actions;
moderately favourable support, difficult to test due to complexity
• Outcomes: consequences of work behaviour
o First level outcomes: high vs. low productivity or attendance
o Second level outcomes: pay bonus, sense of accomplishment, fatigue, punishment,
reward (includes extrinsic and intrinsic motivators)
• Instrumentality: how likely a first level outcome will lead to a specific second level outcome
o High performance will give me a 50% chance of getting a promotion
• Valence: how much the worker will value the outcome
o Pay, peer acceptance, recognition will have different value to different people
o Value of first-level outcomes depends on how likely they will lead to second level
outcomes
• Expectancy: how likely a worker can achieve the first level outcome (confidence in achieving
perfet attedae, or gettig all the da’s ork doe p
• Force: how much effort is being applied by the worker to obtain first level outcomes
• People will be motivated to work in activities that are attractive and they can complete
• Attractiveness of work depends on how likely they will result in favourable consequences
o Each person has a different idea of what will be most favourable
• Managerial implications
o Boost expectancies: encourage employees so that they can expect to fulfill first level
outcomes (highlight their competence and ability)
▪ Low expectancies: workers feel that they have poor equipment, lazy co-workers
get in the way, unclear on what is good performance and how to achieve it, see
the ealuatio proess as ufair ad do’t ko ho to get good arks
o Clarify reward contingencies: clarify how first level outcomes relation to the second
level; emphasis instrumentality
▪ Good performance WILL get you a promotion; the promotion is based on
manager recommendations
▪ Provide jobs that are challenging to promote intrinsic motivation so worker
focus is not solely on external motivation
o Appreciate diverse needs: know that employees have different valences and value
different outcomes more or less; cater to these differences to promote motivation while
keeping it fair
Equity Theory: motivation comes from comparing the inputs of yourself to the inputs of others to the
outcomes you get with the outcomes of others; is it fair?
• Motivated to keep things fair; an equitable exchange relationship
• Achieve equitable exchange relationships by:
o Distortig pereptio of oe’s o iputs or outputs
o Perceptually distorting inputs or outputs of the other person/group
o Choose another comparison person/group
o Alter your level of input or alter the outcome
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Document Summary
5. 5 explain and discuss the process theories of motivation. Goal setting theory: goals are motivational if they are specific, challenging, when organizational members are committed to them, and when feedback on performance is provided. Positive effects of goals due to 4 mechanisms: direct attention to goal related activities, encourage more effort. Lead to discovery and use of strategies for goal attainment. Effective goal making: goal specificity: exact level of achievement given a specific time frame, goal challenge: more personal, goal cannot be perceived as impossible and different people have different abilities. Base goals on previous performance: goal commitment: individual must accept the goal and be committed to achieving them, goal feedback: feedback needs to be accurate, specific, credible, and timely; will be motivating. Goal orientation: individual preference on different kinds of goals (learning goals, performance goals) Learning goal orientation: prefer to make goals that encourage learning and developing competency: positively related to job performance.
