Process theories of motivation

 The process theories have put its concentration on the psychological processes or forces that affect the employee motivation process of the organization and having direct impact on employees’ needs (Armstrong , 2006) . Process theories consists of basically three parts as,

  • Vroom’s Valency Expectancy Theory
  • Locke’s Goal Theory
  • Adam’s Equity Theory (Armstrong , 2006 and Sahito & Vaisanen, 2017)

Vroom’s Valency Expectancy Theory

Vroom’s expectancy theory has been proposed in 1960’s as an alternative for content theories which states that motivation is a product i.e., motivation is inclusive of three factors as Valence, expectancy and instrumentality (Sahito & Vaisanen, 2017). The Vroom’s expectancy theory is based on the concept that employees prefer specific outcomes from their behavior apart from others (osabiya & Joseph, 2014). Further, expectancy theory provides a general framework for assessment, interpret and to evaluate employee behavior in learning, decision making, motivation and attitude formation (Chiang , et al., 2015). Expectancy is considered to be the probability that effort gets good performance. Instrumentality is the probability that good performance drives to desired outcomes. Valence is the place that a person given to rewards (Chiang , et al., 2015). The expectancy theory is based on a basic assumption that employees make decisions among various plans of behavior based on the expectancies which may lead to desired outcomes based on the degree of importance given to each plan of behavior (Mathibe, 2008). The process theories are involved in defining how employee motivational factors, rather than finding the concepts which motivate employees (Chiang , et al., 2015).

By Vroom’s expectancy theory it proposes that the employees will be motivated to achieve a goal of an organization until the moment the employees believe that their actions will achieve the organizational goal (osabiya & Joseph, 2014). However, Vroom’s expectancy model is incapable to yield higher effect sizes than the components of models implying model lacks validity (Chiang , et al., 2015).

 

Locke’s Goal Theory

Goal theory can be identified as a major role in performance management process that is largely discredited management-by-objective (MBO) approach. Goal theory is postulated by Locke and Latham in 1979 which states that the performance and employee motivation is high when a specific goal is set by individuals emphasizing the relationship between goals and performance as a whole (osabiya & Joseph, 2014 and Sahito & Vaisanen, 2017). Participation to the goal setting process is crucial since it takes the agreement to set higher goals where the difficult goals must be agreed by the parties and should be given with guidance and advices. Where feedback is found to be essential in achieving higher targets (Armstrong , 2006). Further stated by Erez & Zidon (1984) the demanding goals rather than easy ones drives to a better performance with the agreement of employees. In the goal theory, the commitment to goals and the achievement of goals are considered to be the key determinants of employee motivation where, the achievement and accomplishment of goals stimulates and motivate to perform well (Sahito & Vaisanen, 2017). Employees’ performance and behaviors are key aspects that can be addressed by setting the goals where managers’ contribution is given to the goal setting process to urge the importance of employees in goal achievement and sustain such importance (Smith, et al., 2008).

Adam’s Equity Theory

Equity theory have placed its main concern on how the employees are treated compared to others in their perception. To maintain equity among the employees of the organization every group of people should be treated fairly and equitably in comparison to the other groups of people or person. Equity is not the feeling or the perception of equality which describes that every person should be treated in same manner (Armstrong , 2006). The equity occurs when one person’s ratio between inputs (level of education, social status, qualifications, age and organizational position) and outputs (pay and promotions) is equal to another person’s ratio between inputs and outputs. The degree of equity and inequity is major affecting factor towards job performance and employee satisfaction (Sahito & Vaisanen, 2017). Equity theory assumes that persons compare the performances, attitudes, contribution and benefits and have assumed that the employees are motivated and satisfied to the degree of equity among the employees in the organization (Oban , 2018).

The researchers have identified following types of equity,

  • Pay equity
  • Pay level equity
  • Pay administration equity
  • Procedural and distributive justice
  • Job security and complexity
  • Promotions and opportunities equity (Sahito & Vaisanen, 2017)

 


Source - (college of Business Management , 2020) 
- https://www.youtube.com/watch?v=hvOqpVEV6e8

References

Armstrong , M., 2006. A hand book of Human Resource Management Practice. 10 ed. London: Cambridge University Press.

Chiang , C., Jang , S. & Canter, D., 2015. An Expectancy Theory Model for Hotel Employee Motivation: Examining the Moderating Role of Communication satisfaction. International Journal of Hospitality & Tourism Administration, 9(4), pp. 327-351.

college of Business Management , 2020. Motivation - process theories. [Online]
Available at: https://www.youtube.com/watch?v=hvOqpVEV6e8
[Accessed 05 05 2022].

Erez, M. & Zidon , I., 1984. Effect of good acceptance on the relationship of goal difficulty on performance. Journal of Applied Psychology, 69(1), pp. 69-78.

Mathibe, I., 2008. Expectancy Theory and its implications for employee motivation. Academic Leadership Journal, 6(3).

Oban , C., 2018. Process Theories of Motivation.

osabiya & Joseph, B., 2014. The effect of employees’ motivation on organizational performance. Journal of Public Administration and Policy, 7(4), pp. 62-76.

Sahito, Z. & Vaisanen, P., 2017. The Diagonal Model of Job Satisfaction and Motivation: Extracted from the Logical Comparison of Content and Process Theories. International Journal of Higher Education, 6(3), pp. 209-231.

Smith, R., Jayasuriya , R., Caputi, P. & Hammer, D., 2008. Exploring the role of goal theory in understanding training motivation. International Journal of Training and Development, pp. 54-72.

 

 

 

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