Expectancy Theory, Goal Setting and Designing Jobs that Motivate
1. MMF503 Human Behavior in organization
Motivating People to Work
By: Edna Delantar
Professor: Dr. John N. Calamiong
2. What is The ERG
Motivation Theory
The Basics
Importance in
Management Maslow’s
Hierarchy
Need
Contemporary Theory
Motivation Motivational Theory
Equity
Theory
Expectancy
Intrinsic Theory
Rewards
Reward s and
Goal-Setting
incentives Theory
Extrinsic
Rewards
Job Design
Theory
3. Expectancy Theory
States that employee’s motivation is an
outcome of how much an
individual wants a reward (Valence), the
assessment that the likelihood
that the effort will lead to expected
performance (Expectancy)
and the belief that the performance will
lead to reward (Instrumentality).
4. Major Components:
Expectancy (Peformance Expectancy )
– is the faith that better efforts will result in better performance.
Expectancy is influenced by factors such as possession of appropriate skills
for performing the job, availability of right resources, availability of crucial
information and getting the required support for completing the job.
Instrumentality (Reward Expectancy )
– is the faith that if you perform well, then a valid outcome will be
there.
Instrumentality is affected by factors such as believe in the people who
decide who receives what outcome, the simplicity of the process deciding
who gets what outcome, and clarity of relationship between performance
and outcomes.
5. Major Components:
Valence
– is the significance associated by an individual about the expected
outcome.
It is an expected and not the actual satisfaction that an employee
expects to receive after achieving the goals.
6. Employees Expectancy Model of Motivation
Effort
Effort Performance Reward
Perceived effort– Perceived Perceived
performance performance– Value of
probability reward probability Reward
“If I work hard, “What rewards “What rewards
will I get the job will I get when do I value?”
done?” the job is well done?”
7. Managerial Implications of Expectancy Theory
People exert To achieve Task and realize
Effort Work-related
work effort Performance
outcomes
Instrumentality Valence
Expectancy.
Clarity possible Identify needs and
Select capable rewards for performance Match rewards
Workers, train them, give performance To needs
Support them and contingent reward
set clear goals.
8. Advantage of Expectancy Theory
It is based on self-interest individual who want to achieve maximum
satisfaction and who wants to minimize dissatisfaction.
This theory stresses upon the expectations and perception; what is real
and actual is immaterial.
It emphasizes on rewards or pay-offs.
It focuses on psychological extravagance where final objective of
individual is to attain maximum pleasure and least pain.
9. Limitations of Expectancy Theory
The expectancy theory seems to be idealistic because quite a few
individuals perceive high degree correlation between performance
and rewards.
The application of this theory is limited as reward is not directly
correlated with performance in many organizations. It is related to
other parameters also such as position, effort, responsibility,
education, etc.
10. Goal-Setting Theory
The famous goal setting theory was put forward
by Dr Edwin Locke in the late 1960s, linking goals to performance.
It focuses on the process of setting goals. According to this theory, the individuals
are motivated when they behave in ways that move them to certain goals they can
expect to attain.
Goals should be accepted by the individual as long as they are accepted
demanding goals lead to better performance than easy goals
11. Goal-Setting - Definition
Is the process of developing, negotiating and formulating
the targets or objectives that a person is responsible
for accomplishing.
12. Goal-Setting - Guidelines
Goals should be specific
Goals such as "Become a top sales" or "Sell as many products as I can"
are too vague and therefore have no effect on motivation. Instead, you should
set more specific goals. Specific means quantitative.
For example: set a goal such as "sell 500 products per month".
This is a specific target. You will use the specific result as a source of
motivation and you will perform better.
13. Goal-Setting - Guidelines
Goals Should Be Challenging
Make each goal a challenge to you. If the goal you can easily
achieve, without difficulty, it is not very motivational.
Hard goals are more motivating than easy goals, because when you are
challenging a goal, you will try your best and generate enough enthusiasm to
get it done. When the goal has been accomplished, you will feel very happy
and you will get high rewards too.
14. Goal-Setting - Guidelines
Goals should be achievable
If the goals are not realistic for you to achieve, you may
lose confidence in the end. So when you set a goal, make sure
that you can achieve it.
The goal should be challenging and difficult,
and you believe that you can achieve it too.
15. Management by Objective (MBO) Work Process
SUPERVISOR
Jointly establish Individually Jointly evaluate
Performance goals: act: results and recycle
MBO process
Subordinates Subordinate
Actively participates perform tasks Subordinates
in developing while supervisor actively participates in
performing goals Coaches and performance review
Provides support
SUBORDINATE
16. Goal-Setting - Conclusion
The theory emphasizes the important relationship between goals
and performance. Research supports predictions that the most
effective performance seems to result when goals are specific and
challenging, when they are used to evaluate performance and linked
to feedback on results, and create commitment and acceptance. The
motivational impact of goals may be affected by moderators such
as ability and self-efficacy. Deadlines improve the effectiveness of
goals. A learning goal orientation leads to higher performance than
a performance goal orientation, and group goal-setting is as
important as individual goal-setting.
17. Job Design
The process through which managers
plan and specify job tasks and the
work arrangements that allow them
to be accomplished.
18. Job Design Goals
To meet the organizational requirement such as higher
productivity, operational efficiency, quality of product/
service.
To satisfy the needs of the individual employees like interest,
challenges, achievement or accomplishment.
Integrate the needs of the individual with the organizational
requirement.
21. Engineering Approach
The work of every workman is fully planned out by the
management at least on day in advance of each man receives
in most cases complete written instructions, describing in
detail the task which he/she has to accomplish – FW Taylor
Problem with this approach: Repetition mechanical
pacing – no end product-little social interaction – no
input.
22. Human Approach
The Human relations approach recognized the need to
design jobs which are interesting and rewarding.
Herzberg’s research popularized the notion of
enhancing need satisfaction through what is called job
enrichment.
Factors involved:
Motivators like achievement, recognition, work itself, responsibility,
advancement and growth and Hygienic factors.
According to Herzberg. The Employee is dissatisfied with the job if
required maintenance factors to the required degree are not introduced
into the job.
23. Job Description Approach
Theory by Hackman and Oldham states that employees will
work hard when they are rewarded for the work they do
and when the work gives them satisfaction.
Hence integration of motivation, satisfaction and
performance with job design.
FIVE CORE job dimensions:
1. Skill Variety
2. Task Identity
3. Task significance
4. Autonomy
5. Feedback
24. Core Job Dimension
Skill Variety
The degree to which the job requires a variety of activities that
involve different skills and talents.
Task Identity
The degree to which the job requires completion of a “whole”
and an identifiable piece of work.
The extent to which a job has a beginning and an end with a
tangible outcome.
25. Core Job Dimension
Task Significance
The degree to which the job affects the lives or work of other
people, both in the immediate organization and in the external
environment.
Autonomy
The degree to which the job allows the individual substantial
freedom, independence, and discretion to schedule the work
and determine the procedures for carrying it out.
Feedback
The degree to which the job activities give the individual direct
and clear information about the effectiveness of his or her
performance.
26. Job Design Process
Job Design Process has to start from what activity
needs to be done in order to achieve organizational
goals.
It requires use of techniques like work-study, process
planning, organizational methods and organizational
analysis and also technical aspects
27. Job Design Methods
CORE JOB Critical
Outcome
CHARACTERISTICS Psychological
Status
Skills Variety
Experienced
Task Identify High Internal work
Meaningfulness of the
Task Significance Motivation
work.
High Quality Work
Autonomy Performance
Experienced
responsibility for the
outcome of work High growth satisfaction
Feedback High General Job
from the JOB Knowledge of Satisfaction
the actual
results Low Absenteeism and Turn
over
Mediator High work Effectiveness
1. Knowledge & skills.
2. Growth need Strength
3. “Content Satisfaction”
28. Job Rotation: Job Enlargement: Job Enrichment:
Job Rotation: Refers to the movement of an employee
from one Job to another.
Please note: Jobs themselves are not actually Changed, only
employees are Rotated among various jobs.
Job Enlargement: When a job is enlarged the tasks being
performed are either enlarged or several short tasks are given to
on worker, thus the scope of the Job is increased because there
are many tasks to be performed by the same worker.
Job Enrichment: is currently practiced all over the work
is a direct outgrowth of Herzberg’s Two factor theory of
motivation.
29. Herzberg’s Two-Factor Theory:
Hygiene Factor: work condition related to dissatisfaction caused
by
discomfort or pain
maintenance factor
contributes to employee’s feeling not dissatisfied
contributes to absence of complaints
Motivation Factor : work condition related to the satisfaction of
the need for psychological growth
job enrichment leads to superior performance & effort
30. Job Analysis:
Need: procurement is the first operative function of personnel
management which can be sub divided into various sub
functions like HRP, Recruitments and Selection.
Right PERSON for the RIGHT JOB
at the Right Time and In a RIGHT
PLACE.
