1. 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

2. 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

3. 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
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4. 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
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5. 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
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6. 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
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

7. 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
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8. 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
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9. 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
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10. 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
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11. 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
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© 2004 The McGraw-Hill Companies, Inc. All rights reserved.

12. 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
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13. 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.