Process Theories of Motivation — Quick Notes

Expectancy (VIE) Theory

  • Core idea: Motivation in a given situation depends on the desire for an outcome, the perceived link between performance and outcomes, and the belief that effort will lead to performance.

  • Key components:

    • Valence (V): value of the outcome to the individual

    • Instrumentality (I): belief that performance will lead to the outcome

    • Expectancy (E): belief that effort will lead to the required performance

  • Formula: M = E \times I \times V

  • Process chain:

    • Effort → Performance (1st level outcome) → Reward (2nd level outcome)

  • Practical drivers:

    • Challenge (effort required)

    • Capability and confidence

    • Cost to pursue the outcome

    • Compensation and credibility

    • Consistency: precedent of others being rewarded for good performance

    • Communication: clear, consistent criteria and rewards for good performance

  • Managerial implication: clearly communicate differences between good and bad performance and that good performance is rewarded.

Equity Theory

  • Core idea: Individuals evaluate their outcomes and inputs by comparing with others’ inputs and outcomes.

  • Components:

    • Your inputs (e.g., education, experience, age)

    • Your outcomes (e.g., salary, promotions, bonuses)

    • Others' inputs and Others' outcomes (comparison person)

  • When inequity is perceived:

    • Tension is created within the person, proportional to the degree of inequity

    • Motivation to relieve the tension depends on the perceived inequity: \text{Tension} \propto \text{Perceived inequity}

  • Six methods to resolve inequity:

    • Alter inputs

    • Leaving the field

    • Alter outcomes

    • Distort the inputs or outcomes of the comparison other

    • Cognitively distort inputs or outcomes (self)

    • Change the comparison other

Satisfaction–Performance Theory

  • Core idea: Extends Expectancy and Equity theories to explain how performance relates to job satisfaction.

  • Job satisfaction arises from:

    • The performance itself

    • The rewards for performance

    • The perceived equitability of those rewards

  • Key components (conceptual):

    • Value of reward

    • Abilities and traits

    • Effort

    • Performance (accomplishment)

    • Perceived effort–reward probability

    • Perceived equitable rewards

    • Intrinsic rewards

    • Extrinsic rewards

    • Satisfaction

Goal-Setting Theory

  • Core idea: Specific, challenging goals lead to higher performance than vague goals like “do your best.”

  • Three steps:

    • Setting the goal (specific and measurable)

    • Obtaining goal commitment

    • Providing support elements

Reinforcement Theory

  • Core idea: Behavior followed by positive consequences is repeated; behavior followed by negative consequences is not repeated.

  • Four types of reinforcement:

    • Positive reinforcement

    • Punishment

    • Negative reinforcement

    • Extinction

  • Examples (illustrative):

    • Positive reinforcement: Manager praises staff for "job well done!"

    • Negative reinforcement: Manager does not require staff to work overtime to count inventory

    • Punishment: Manager reprimands staff for "not doing job"

    • Extinction: Manager does nothing or eliminates the reinforcement