PORTER LAWLER’S

ModelGanesh Naik Dileep MasanakattiBharath.R

The Nature of Motivation

• Motivation– The set of forces that cause people to behave in certain

ways.– The goal of managers is to maximize desired behaviors and

minimize undesirable behaviors.• The Importance of Motivation in the Workplace

– Determinants of Individual Performance• Motivation—the desire to do the job.• Ability—the capability to do the job.• Work environment—the resources to do the job

– P = M + A + E when: P = performance M= motivation A = ability E = environment

Content Perspectives on Motivation

• Content PerspectivesApproaches to motivation that

try to answer the question, “What factors in the workplace motivate people?”

• Content Perspectives of MotivationMaslow’s Hierarchy of NeedsAldefer’s ERG TheoryHerzberg’s Two-Factor

TheoryMcClelland’s Achievement,

Power, and Affiliation Needs

Process Perspectives on Motivation

• Process PerspectivesApproaches to motivation that focus on:

• Why people choose certain behavioral options to satisfy their needs

• How they evaluate their satisfaction after they have attained their goals.

• Process Perspectives of MotivationExpectancy TheoryPorter-Lawler Extension of Expectancy

TheoryEquity TheoryGoal-Setting Theory

Vroom’s Expectancy Theory Motivation depends on how much we want something and how

likely we are to get it. Assumes that:

• Behavior is determined by personal and environmental forces.

• People make decisions about their behavior in organizations.• People have different types of needs, desires, and goals.• People choose among alternatives of behaviors in selecting

one that that leads to a desired outcome.• Motivation leads to effort that, when combined with ability

and environmental factors, results in performance which leads to various outcomes that have value (valence) to employees.

Elements of Expectancy Theory

– Effort-to-Performance Expectancy• The employee’s perception of the probability

that effort will lead to a high level of performance.

– Performance-to-Outcome Expectancy• The employee’s perception of the probability

that performance will lead to a specific outcome—the consequence or reward for behaviors in an organizational setting.

– Valence• An index of how much an individual values a particular outcome.• It is the attractiveness of the outcome to the individual.

– Attractive outcomes have positive valences and unattractive outcomes have negative valences.

– Outcomes to which an individual is indifferent have zero valences.

– For motivated behavior to occur:• Both effort-to-performance expectancy and performance-to-outcome

expectancy probabilities must be greater than zero.• The sum of the valences must be greater than zero.

PORTER’S LAWLER’S MODEL

What if a person was motivated to put in effort and expected that his/her performance would lead to certain (favourable) outcomes but that this person did not have the actual ability to deliver the performance?

What if a person believed that the reward was not fair for the effort or the person did not have a favourable perception of the task (an unpleasant task)?

All these factors could influence effort, performance and so motivation.

Porter-Lawler Extension of Expectancy

– If rewards are adequate, high levels of performance may lead to satisfaction.

– Effort is a function of the value of the potential reward for the employee (its valence) and the perceived effort-reward probability (an expectancy)

– Effort then combines with abilities, traits, and role perceptions to determine actual performance.

The Porter-Lawler Model

Types of rewards:

• Extrinsic rewards outcomes set and awarded by

external parties Eg: Pay and Promotions• Intrinsic rewards outcomes internal to the

individual Eg: Self-esteem and feelings of accomplishment