Porter and Lawler’s Expectancy Theory Adams' Equity Theory

 

Porter and Lawler’s Model of Motivation

Expectancy theory  or expectancy theory of motivation proposes that an individual will behave or act in a certain way because they are motivation to select a specific behavior over others due to what they expect the result of that selected behavior will be. In essence, the motivation of the behavior selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.

Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation  theory first proposed by Victor Vrooms of the Yale School of Management.

"This theory emphasizes the needs for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients."

The Porter and Lawler theory of motivation is based on the assumption that rewards cause satisfaction and that sometimes performance produces reward. They hypothesize that the relationship between satisfaction and performance is linked by another variable rewards. They see good- performance leading to reward which lead to satisfaction. It is a multi-variable model and explains the complex of relationship among motivation, performance and satisfaction.

They argue that satisfaction does not always lead to performance. Rather is reverse is true, because people can become complacent after having achieved satisfaction once. On the other hand, performance can lead to satisfaction if the reward systems are effective

Porter and Lawler Theory of Motivation – Rewards

The theory proposed two types of reward:

1. Intrinsic Rewards: Intrinsic rewards are given to an individual by himself for good performance. They include feelings of accomplishment and satisfaction of higher-level needs as defined by Maslow. Intrinsic reward are directly related to good performance only if the job structure is varied and challenging so an individual can reward himself if he feels he has performed well
2. Extrinsic Rewards: Extrinsic rewards are given by the organization and satisfy mainly lower-level needs. They include such things as pay, promotion, status, and job security. extrinsic rewards are weekly connection to performance.  
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Adam’s Equity Theory

Definition: The Adam’s Equity Theory posits that people maintain a fair relationship between the performance and rewards in comparison to others. In other words, an employee gets de-motivated by the job and his employer in case his inputs are more than the outputs.

The Adam’s Equity Theory was proposed by John Stacey Adams, and is based on the following assumptions:

• Individuals make contributions (inputs) for which they expect certain rewards (outcomes).
• To validate the exchange, an individual compares his input and outcomes with those of others and try to rectify the inequality.

There are three types of exchange relationships that arise when an individual input/outcomes are compared with that of the other persons.

1. Overpaid Inequity: When an individual perceives that his outcomes are more as compared to his inputs, in relation to others. The overpaid inequity can be expressed as:
   
2. Underpaid Inequity: When an individual perceives that his outcomes are less as compared to his inputs, in relation to others. The Underpaid Equity can be expressed as:
3. Equity: An individual perceives that his outcomes in relation to his inputs are equal to those of others. The equity can be expressed asThus, Adam’s equity theory shows the level of motivation among the individuals in the working environment. An individual is said to be highly motivated if he perceives to be treated fairly. While the feelings of de-motivation arise, if an individual perceives to be treated unfairly in the organization.

Thus, an individual’s level of motivation depends on the extent he feels being treated fairly, in terms of rewards, in comparison to others.