Leadership And Motivation Theories, Part II
Process motivation theories try to explain how people change their behavior to fulfill their needs. These theories are a step further from the content motivation theories. They not only explain the needs, but how and why the people satisfy their needs in different ways.
MOTIVATION THEORY: EQUITY
The equity theory proposes that people are motivated when their perceived inputs equal the outputs. The inputs are effort, experience, seniority, status, intelligence, and so forth. The outputs are praise, recognition, pay, benefits, promotions.
The equity theory compares the perceived inputs and outputs to that of relevant others. The relevant others can be their peers, or whomever they compare to, even an hypothetical situation. The comparison leads to any of three posible answers: the employee is underrewarded, overrewarded or equity rewarded. If lack of equity is perceived, employees try to reduce it by reducing input or output.
MOTIVATION THEORY: EXPECTANCY
Expectancy theory states that employees are motivated when they believe they can accomplish the task, they will get the reward, and the reward is worth the effort. This theory is based on Victor Vroom’s formula:
motivation=expectancy x instrumentality x valence
- Expectancy:Refers to the way the person perceives his or her ability to get the job done.
- Instrumentality:Refers to the belief that getting the job done will lead to a reward.
- Valence:Refers to the value the persons assigns to the outcome or reward of the job.
The Expectancy Theory explains best the behavior of employees with an internal locus of control, because they a have sense of controling their lives.
If we take a look to the variables in Vroom’s formula, we’ll see that to motivate employees using this formula you need to take into account the next:
- Expectancy:The objectives of the job have to be well defined. Then, the employee will have a clear perception of his ability to get the job done.
- Instrumentality:The performance must be tied to rewards. If there’s no difference in rewards for high performers and low performers, the high performers will feel demotivated.
- Valence:Chose rewards significant to employees, a one-time bonus, a promotion, a public recognition, or whatever suits bests your people’s needs.
MOTIVATION THEORY: GOAL SETTING
This theory proposes that specific, difficult goals motivate people. This is based on the research of E.A.Locke. Add to that the observation that individuals with high performance and achievement usually engage in goal setting.
Setting goals or objectives is then the key element to implement this theory.
A model that fits the theory proposes to write the objectives in the following form:
Infinitive + action verb + singular, specific result + target date
An example of this would be:
To (1)Â sell (2)Â 5000 headphones (3)Â by the end of the third quarter of 2008(4)
Other considerations for setting objectives are:
- Objectives should be singular and clearly defined. If you have more than one objetive, you should state them in different sentences.
- Objectives have to be difficult, but within the reach of the employees.
- Objectives should be accepted by the employees, if not, there’s a big chance of failure.
- Ideally, objectives are defined participatively.
According to D.Frink and G.Ferris (1998), one can conclude that observing considerations like the ones mentioned, raises the chance of achieving higher levels of performance.
Motivation Theory: Reinforcement
The basic premise behind this theory is that is not necessary to understand the employee’s needs to motivate him/her, instead of that is necessary to understand the relationship between behaviors and consequences. After that, reinforce the behaviors that deliver the desired consequences.
B.F. Skinner, the famous motivation theorist stated that behavior is learned through experiences of positive and negative consequences.
In terms of application, reinforcement theory has to take into account the type of reinforcement and the frequency of it.
There are four types of reinforcement and two types of frequency.
Types of reinforcement:
- Positive: Any consequence (action) that reinforce the behavior (i.e. a praise, a bonus, a promotion).
- Negative: Any consequence (action) that neglects the behavior (i.e. a reprimand, not giving a promotion)
- Extinction: Witholding reinforcement any time an undesirable behavior shows up (i.e. no praise, no reprimand)
- Punishment: Provide an undesirable consequence to the employee for the observed behavior. (i.e. take away privileges, fining, firing)
In terms of frequency of reinforcement, you have to types
- Continuous: each and every desired behavior is reinforced.
- Intermitent: reinforcement comes on a defined scheduled, after a defined time period, or when a deadline is met.
A study by A.D.Stajkovic and F.Luthans (2001), found out that reinforcement increased perfomance up to a 17%. The same authors in 1999 observed that you get what you reinforce, not necessarily what you reward.
According to Lussier and Achua (2004), “positive reinforcement is the best motivator”, and they give 7 guidelines to observe for using it.
- Set clear objectives, employees need to know what’s expected from them
- Select the appropiate reward for the employees
- Select the appropiate reinforcement schedule
- Do not reward mediocre or poor performance
- Look for the positive and give praise, instead of fucusing in the bad.
- Never go a day without giving a sincere praise
- Do things for your employees, instead of to them, and you will see productivity improvements
Giving Praise:
In order to give praise you should follow the next pattern:
- Tell the employee what was done correctly
- Tell the employee why the behavior is imporant
- Let the employee “enjoy” the praise, take a momemnt in silence after the praise
- Encourage repeat performance
SO FAR SO GOOD
I’ve exposed the seven most resounding theories about motivation in this article and the first one of the series. I’ve saved for the last part of these series my point of view of the theories and what can you do with them.
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1 comment
Honestly speaking, I think the greatest means to a successful leadership is MOTIVATION; we human beings can do better than expected when motivated. The best of a man can be gotten when he is happy. Not only leaders, but every Manager should try and imbibe the attitude of motivating his/her surbodinates.
CHUKS V. AUGUSTUS
NIGERIA
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