Page 292 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes environment. Employees are encouraged to interact with each other both on the job as well as
off the job. There is an emphasis on employee acceptance by co-workers. Such organizations
encourage employee bonding by organizing extra-curricular activities such as picnics, cultural
events, and other official celebrations.
Limitation of the hierarchy of needs: Maslow’s model is very popular among managers in work
organizations because of its intuitive appeal. However, it has failed to impress researchers. The
compartmentalized division of needs is something that baffles all. Further, the principle that
lower order needs have to be gratified in order to motivate the person with a higher order
needs does not appear to be quite convincing.

13.1.6 Process Models of Motivation
Content models of motivation depict different types of needs at different times, process models
describe the processes through which need deficiencies are translated into behaviour; that is,
they discuss the law of motivation. Two major ways by which processes of motivation can be
explained are by managing expectations and by comparing with others.

Motivation by Managing Expectations
Managers try to motivate employees by trying to satisfy their requirements and needs. In
addition to this, they try to boost motivation in the organization by creating a link between the
performance of employees and their expectations about how their performance will produce
rewards. Two expectancy models of motivation shed more light on this concept:
1. Vroom’s expectancy model
2. Porter and Lawler expectancy model
Vroom’s expectancy model: Expectancy theory is a process motivation theory based on the idea
that work effort is directed towards behaviours that people believe will lead to desired outcomes.
Through experience, individuals develop expectations about whether they can achieve various
levels of job performance. They also develop expectations about whether job performance and
work behaviour lead to particular outcomes. Finally, they naturally direct their efforts towards
outcomes that help them fulfil their needs.
A general model of Vroom’s approach is presented in Figure 13.4. It outlines the variables that
influence an individual’s level of motivation.
Motivation boils down to the decision of how much effort to exert in a specific task situation.
The choice is based on a two-stage sequence of expectations (effort–performance) and
(performance–outcome). First, motivation is affected by an individual’s expectation that a given
level of effort will produce an expected level of performance. For example, if you feel that any
amount of practice will not improve your stamina, you will not expend much effort on practice.
Motivation is also influenced by the individual’s perceived chances of obtaining various
outcomes as a result of accomplishing performance goals. Finally, individuals are also motivated
to the extent that they value the outcome that they receive.
Vroom used a mathematical equation to integrate these concepts into a predictive model of
motivational force or strength. The equation is:

MF = V × I × E
where MF = Motivational force
V = Valence

I = Instrumentality
E = Expectancy

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