CHAPTER V

MOTIVATION

Prepared by:

JELANIE C. ALMARIO, M.M.

PROCESS THEORIES OF MOTIVATION

I. ORGANIZATIONAL BEHAVIOR MODIFICATION (OB Mod)/REINFORCEMENT THEORY

- is the application in organizations of the principles of behavior modification.

- It is a use of various responses to encourage or discourage certain behavior.
FOUR (4) COMPONENTS OF OB Mod
1. Positive Reinforcement behavior is encourages primarily through positive reinforcement.
It provides a favorable consequence that encourages repetition of a behavior.
2. Negative Reinforcement occurs when behavior is accompanied by removal of an
unfavorable consequence.
3. Punishment is the administration of an unfavorable consequence that discourages a
certain behavior.
4. Extinction is the withholding of significant positive consequences that were previously
provided for a desirable behavior.
SCHEDULES OF REINFORCEMENT
1. Continuous Reinforcement occurs when reinforcement accompanies each correct
behavior by an employee.
2. Partial Reinforcement occurs when only some of the correct behaviors are reinforced
either after a certain time or after a number of correct responses.
II. GOAL SETTING
GOAL SETTING
- is a technique used to raise incentives for employees to complete work quickly and
effectively.
GOALS are targets and objectives for future performance
ELEMENTS OF GOAL SETTING
1. Goal Acceptance
Effective goals need to be not only understood but also actively accepted. Supervisors
need to explain the purpose behind goals and the necessity for them.
2. Specificity
Goals need to be as specific, clear and measurable as possible so employees will know
when a goal is reached.
3. Challenge
Employees will exert more effort or work harder to attain a goal if such goal is much
difficult.
4. Performance Monitoring and Feedback
Performance Monitoring is observing behavior, inspecting output or studying
performance indicators.

Performance Feedback is timely provision of data or judgment regarding taskrelated results.

III. THE EXPECTANCY MODEL

The Expectancy Model Equation/Factors
VxExI=M
(Valence x Expectancy x Instrumentality = Motivation)

VALENCE (V) - refers to the strength of a persons preference for receiving a reward.
EXPECTANCY (E) - is the strength of beliefs that ones work-related effort will result
in completion of a task.
INSTRUMENTALITY (I) - represents the employees belief that a reward will be received
once the task is accomplished.

IV. THE EQUITY MODEL

The Equity Theory states that employees tend to judge fairness by comparing the
outcomes (rewards) they receive with their relevant inputs (contribution) and also by comparing
this ratio with the ratio of other people.
Inputs include all the rich and diverse elements that employees believe they bring, or
contribute, to the job their education, seniority, prior work experiences, loyalty and
commitment, time and effort, creativity, and job performance.
Outcomes are the rewards they perceive they get from their jobs and employers; these
outcomes include direct pay and bonuses, fringe benefits, job security, social rewards, and
psychological rewards.
Ones own outcomes =
Ones own inputs

Others outcomes
Others inputs

Possible Reactions to Perceived Inequity

Types of Inequity Reactions
Internal, physical
Internal, Psychological
External, physical
External, psychological

Possible

Overreward

Reactions
Work Harder
Discount the reward
Encourage the referent
person to obtain more
Change the referent person

Possible

Underreward

Reactions
Lower productivity
Inflate value of the reward
Bargain for more; possibly
Quit
Change the referent person