Bus 200 ,principles of management

Process Theories of Motivation

Process theories of motivation attempt to describe how behavior is energized , directed , and sustained . These theories focus on certain psychological processes underlying action . In particular , process theories place heavy emphasis on describing the functioning of the individual 's decision system as it relates to behavior . This is in contrast to content theories of motivation , which conceptualize behavior as the product of innate psychological characteristics (e .g , needs There are four process theories of motivation that has been suggested by famous psychologists . These are

Victor Vroom `Expectancy

Theory

Stacy Adams `Equity Theory

Edwin Locke `Goal Setting Theory

Porter Lawler `Work Motivation Framework

Victor Vroom 's Expectancy Theory assumed that people choose to behave in the present , in such a way that will gain them valued outcomes (rewards in the future . In contrast , Stacy Adams ' Equity Theory is based on the idea that employees are motivated to see fairness in the rewards they expect for task performance . Edwin Locke 's Goal Setting Theory , on other hand , suggested that employees can be motivated by goals that are specific and challenging but achievable . According to psychologists Edwin Locke and Gary Latham , who both developed the theory , it is natural for people to set and strive for goals however , the goal-setting process is useful only if people understand and accept the goals . Thus , the best way to motivate performance is to set the right objectives in the right ways . Finally , Lyman Porter and Edward Lawler 's Work Motivation Framework have extended Vroom 's theory in several important ways . They claimed that motivation is influenced significantly by events external to the actor . Porter and Lawler argued that valency or goal desirability , is tempered by one 's abilities and traits (such as personality , skills , and intelligence , and by role perceptions (congruence between self-perceptions and reality if one sees himself or herself as a leader but has a personality that garners disrespect , then role perceptions are incongruous

Reference

Schermerhorn , J .R , Hunt , J .G Osborn , R .N (2003 . Chapter 6 Motivation and Reinforcement . Organizational Behavior , 8th edition (New York : John Wiley Sons , Inc : 101-121...