Motivation Through Equity, Expectancy, & Goal Setting Chapter 9 Motivation Through Equity, Expectancy, & Goal Setting Adam’s Equity Theory of Motivation Expectancy Theory of Motivating Through Goal Setting Putting Motivation Theories to Work

Equity Theory Argues that believed fairness or unfairness motivates behaviors at work People strive for fairness and justice in social exchanges Cognitive dissonance – emotional tension

Factors Considered When Making Equity Comparisons 9-4 Table 9-1 cont. Factors Considered When Making Equity Comparisons Inputs – everything the individual perceives she or he brings to the job Outcomes – everything the individual perceives she or he receives from the job Referent (comparison other) – another person whose input:outcome ratio is used to determine fairness McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

9-8 Equity Sensitivity Equity Sensitivity an individual’s tolerance for negative and positive equity Benevolents have a higher tolerance for negative inequity Sensitives adhere to strict norm of reciprocity Entitleds have no tolerance for negative inequity McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Organizational Justice 9-11 Organizational Justice Distributive Justice the perceived fairness of how resources and rewards are distributed Interactional Justice extent to which people feel fairly treated when procedures are implemented Procedural Justice the perceived fairness of the process and procedure used to make allocation decisions McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Equity Research Findings 9-12 Equity Research Findings Job performance and counterproductive work behaviors positively associated with distributive and procedural justice All three forms of justice were positively correlated with job satisfaction, organizational commitment, organizational citizenship behaviors, and employees’ trust All three were negatively associated with employees’ withdrawal cognitions and turnover Distributive and procedural injustice were related to negative emotions McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Expectancy Theory of Motivation 9-13 Expectancy Theory of Motivation Expectancy Theory holds that people are motivated to behave in ways that produce valued outcomes Assumes people want to maximize pleasure and minimize pain McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Vroom’s Expectancy Theory 9-14 Vroom’s Expectancy Theory Expectancy belief that effort leads to a specific level of performance Instrumentality a performance outcome perception Valence the value of a reward or outcome McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Research shows Employees’ expectancy perceptions are influenced by: 9-15 Research shows Employees’ expectancy perceptions are influenced by: Self-esteem Self-efficacy Previous success at the task Help received from a supervisor and subordinates Information necessary to complete the task Good materials and equipment to do work with McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Goals Goal what an individual is trying to accomplish 9-21 Setting goals with workers helps workers focus on the inputs that are necessary to achieve the goal McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Locke’s Model of Goal Setting 9-22 Figure 9-3 Locke’s Model of Goal Setting Directing one’s attention Regulating one’s effort Task performance Goals motivate the individual by... Increasing one’s persistence Encouraging the development of goal- attainment strategies or action plans McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Goal Difficulty and Performance 9-23 Figure 9-4 Goal Difficulty and Performance B High Medium Low A C Performance Low Moderate Challenging Impossible Goal Difficulty A Performance of committed individuals with adequate ability B Performance of committed individuals C Performance of individuals who lack commitment to high goals McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Insights from Goal Setting Research 9-24 Table 9-4 Insights from Goal Setting Research Difficult goals lead to higher performance Specific, difficult goals lead to higher performance for simple rather than complex tasks Feedback enhances the effect of specific, difficult goals Participative goals, assigned goals, and self-set goals are equally effective Goal commitment and monetary incentives affect goal-setting outcomes McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.