Theories of Motivation- Process Theories

Equity Theory

Equity Theory

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J. Stacy Adams created this theory in 1963. It is a motivation theory with a cognitive foundation. This theory is predicated on the idea that people are motivated by the need to be treated fairly in comparison to others. People assess themselves against a "comparison person" (referent), a person in a similar organizational circumstance.

Referents include:

• Self-introspective: Previous work in several departments at the current company.
• Self-outside: Prior experience holding a comparable role outside of the current company.
• Other-inside: A different individual working for the current company.
• Outsider: A different individual from the existing organization.

According to the equity idea, people are driven by a desire to be treated fairly in their professional relationships. People assess the inputs and results of their work in comparison to those of others, and then they take action to eliminate any disparities. When the aforementioned ratio is not roughly equal, equity exists. The individual will be inspired to take steps to lessen equity. The impulse to lessen inequality increases as perceived inequality grows. In equity theory, the perception of the individual is crucial. The perspective of inputs and results serves as the foundation for the equity ratio.

The following mechanisms can help to lessen inequality:

• Changing inputs: The employee may alter his work-related inputs by, for instance, working harder or less hard.
• Attempting to alter outcomes: The person might make an effort to alter his results, such as by requesting a pay raise.
• Changing how inputs and outcomes are perceived: A person may alter how he views both inputs and results.
• Changes to comparison individuals' inputs or outcomes: One can persuade the comparison person to make changes to his inputs or outcomes in order to restore equity. Both actual and perceived changes may occur.
• Altering the comparison subject (Referent): Altering the comparison subject will restore equity.
• Leaving the field: A person has the option of leaving an unfair circumstance. There may be a request for transfer or leave the organization.

Implications of Equity Theory

• Establishing and upholding fair and equal employee treatment policies is a responsibility of organizations.
• Additionally, workers must believe that they are being treated fairly and equally by the company.
• The holder's perception of equity is real. Additionally crucial is the social comparison of equity. However. Determining what constitutes fair treatment is challenging.

Reinforcement Theory

B.F. Skinner was the person who created this notion. It is also known as the theory of operand conditioning. According to the reinforcement hypothesis, behavior is strongly influenced by its results. Positive activities have a tendency to be repeated more frequently in the future. Negative outcomes make people less likely to repeat the same behavior. The goal of this philosophy is to change employees' behavior at work.

Four categories of reinforcement circumstances exist:

• Positive reinforcement: The best method for modifying behavior is positive reinforcement. It happens after a certain behavior when a positive event, like praise, payment, etc., takes place. If the same behavior is carried out in the future, the enjoyable occurrence will act as a positive reinforcer.
• Negative Reinforcement: It happens when a bad condition is removed after a certain behavior. If the same behavior is repeated in the future, the experience is a negative reinforcer.
• For instance, when an employee performs their duties properly, a supervisor will quit harassing them continuously. if the worker keeps performing the task appropriately in the future. It is a form of disincentive.
• Punishment is what happens when a bad thing happens as a result of some behavior. If the behavior is less likely to recur in the future, it is penalised.
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• Extinction: It happens when the absence of a pleasurable occurrence causes behavior to become less likely to occur in the future.
• For instance, when a manager stops praising an employee for doing a good job, the employee stops doing the good job.

Expectancy Theory (Victor vroom)

Expectancy Theory

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Motivation is explained by expectancy theory in terms of three relationships:

• Expectation that efforts will lead to improved performance is known as the effort-performance relationship. It is referred to as "instrumentality" (E-p)
• Better performance is anticipated to result in a variety of outcomes, according to the performance-reward relationship. It's called "expectancy" (p-o)
• Rewards-Personal Objectives Relationship: The expectation that every outcome will be worth something. It is known as "valence" (V). Reward should support an individual's personal objectives.
• This theory stresses the connections between effort, performance, and motivational valence.
• This hypothesis states that motivation is equal to Expectation*Valence. The combination of instrumentality, anticipation, and valence produces motivation.

According to this view, strong levels of motivation at work are necessary.

• A firm belief that effort will result in successful performance
• Strong expectation that effective performance would provide favorable results. The variety and quantity of consequences that a person can perceive are limitless.
• A favorable expectation of the value (valence) of the results or rewards. People place varying values on outcomes. Instead of actual value, anticipated value is employed. This is true since the goal will be reached in the future. However, the person should find the result appealing.
• The extent to which results satisfy a person's personal objectives

In order to understand organizational behavior, expectancy theory is helpful. It acknowledges that there aren't any overarching theories that can explain motivation. The relationships between actions and outcomes, outcomes and rewards, and outcomes and individuals goal satisfaction are important to understanding motivation But expectation theory is a theory of cognition. It makes the supposition that people make conscious decisions. However, not every person makes decisions knowingly. This theory needs to have its empirical validity put to the test again.

Reference

AGRAWAL, DR. GOVIND RAM.Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.