PORTER-LAWLER MODEL OF MOTIVATION

Ø  C.S.E MAIN SERIES LECTURE 2
PORTER LEWIS MODEL OF MOTIVATION
ORGANIZATION BEHAVIOR

Ø  QUESTION COMMERCE AND ACCOUNTANCY PAPER 2 2016

Ø  WHAT ARE THE VARIOUS ELEMENTS IN PORTER LEWLER MODEL OF MOTIVATION? WHAT ARE THE IMPLICATIONS OF THESE ELEMENTS IN MOTIVATING A PERSON?

Ø    PORTER-LAWLER MODEL OF MOTIVATION

•    IS AN IMPROVEMENT OVER VROOM’S EXPECTANCY MODEL. AND APPLIED IN THEIR STUDY PRIMARILY OF MANAGERS. THIS MODEL IS BASED ON VROOM’S EXPECTANCY THEORY THEY PROPOSED A MULTIVARIATE MODEL TO EXPLAIN THE COMPLEX RELATIONSHIP THAT EXIST BETWEEN JOB ATTITUDES AND JOB PERFORMANCE.

·         ASSUMPTIONS:-

1.       BEHAVIOR IS DETERMINED BY A COMBINATION OF FACTORS IN THE INDIVIDUAL AND IN THE ENVIRONMENT

2.       INDIVIDUAL MAKE CONSCIOUS DECISIONS ABOUT THEIR BEHAVIOR IN THE ORGANIZATION

3.       INDIVIDUALS HAVE DIFFERENT NEEDS,DESIRES AND GOALS

4.       INDIVIDUAL DECIDE BETWEEN ALTERNATE BEHAVIOR ON THE BASIS OF THEIR EXPECTATION THAT A GIVEN BEHAVIOR WOULD LEAD TO DESIRED OUTCOME

·         PORTER-LAWLER MODEL OF MOTIVATION

·         THIS MODEL ENCOUNTERED SOME OF THE SIMPLISTIC TRADITIONAL ASSUMPTIONS ABOUT THE POSITIVE RELATIONSHIP BETWEEN SATISFACTION AND PERFORMANCE

·         THE EMPHASIS IN EXPECTANCY THEORY ON RATIONALITY AND EXPECTATION SEEMS TO US TO DESCRIBE BEST KINDS OF COGNITION THAT INFLUENCE MANAGERIAL PERFORMANCE. WE ASSUME THAT MANAGERS OPERATE ON THE BASIS OF EXPECTANCY WHICH THOUGH ARE BASED UPON SOME PREVIOUS EXPERIENCE AND FORWARD ORIENTED IN A WAY THAT DOES NOT SEEM TO BE EASILY HANDLED BY THE CONCEPT OF HABIT STRENGTH.

·         CONCLUDED THAT INDIVIDUAL’S MOTIVATION TO COMPLETE A TASK IS AFFECTED BY THE REWARD THEY EXPECT TO RECEIVE FOR COMPLETING TASK. HOWEVER PORTER AND LAWYER INTRODUCED ADDITIONAL ASPECTS.

·         THEY CATEGORIZED THE REWARD INTRINSIC REWARD(POSITIVE FEELING THAT THE INDIVIDUAL EXPERIENCE FROM COMPLETING THE TASK THAT IS SATISFACTION,SENSE OF ACHIEVEMENT)

·         EXTRINSIC REWARD:-IN THE FORM OF BONUS,COMMISSION AND PAY INCREASE

1.       INDIVIDUAL’S VIEW REGARDING THE ATTRACTIVENESS AND FAIRNESS OF THE REWARDS WILL EFFECT MOTIVATION.

2.       MOTIVATION IS ALSO AFFECTEDLY ABILITY AND PERCEPTIONS

·          ELEMENTS

1.       EFFORT:-REFERS TO THE AMOUNT OF ENERGY EXERTED BY A PERSON ON THE JOB

2.       VALUE OF REWARD OR VALENCE:-THE OUTCOME OF A PARTICULAR BEHAVIOR HAS A SPECIFIC VALENCE FOR EACH INDIVIDUAL

3.       PERCEIVED EFFORTS REWARD PROBABILITY:-IT REFERS TO THE INDIVIDUAL’S PERCEPTION OF THE PROBABILITY THAT DIFFERENT REWARDS DEPEND UPON DIFFERENT DEGREE OF EFFORTS

4.       PERFORMANCE:-EFFORTS LEADS TO PERFROMANCE. BUT BOTH MAY NOT BE EQUAL

5.       REWARDS:-PERFORMANCE MAY LEAD TO :

1.       INTRINSIC REWARD:-SENSE OF SELF ACTUALIZATION

2.       EXTRINSIC REWARDS:-WORKING CONDITIONS AND STATUS

6.       SATISFACTION:-SATISFACTION IS DERIVED FROM THE EXTENT TO WHICH ACTUAL REWARD FALL SHORT,MEET OR EXCEED THE INDIVIDUAL’S PERCEIVED LEVEL OF EQUITABLE REWARDS. IF THE ACTUAL REWARDS MEET OR EXCEED PERCEIVED EQUITABLE REWARD,THE INDIVIDUAL WILL FEEL SATISFIED OTHERWISE DISSATISFIED

Ø  IMPLICATIONS OF THE THEORY

·         THE MODEL ALTHOUGH COMPLEX THAN OTHER MODEL OF MOTIVATION BUT EXPLAIN FULLY THE DIFFERENT VARIABLES UNDERLYING MOTIVATION. IN REALITY ALSO MOTIVATION IS NOT SIMPLE CAUSE EFFECT BUT A COMPLEX PHENOMENON. THIS MODEL CONCLUDED THAT SATISFACTION IS ONLY IN PART DETERMINED BY ACTUAL REWARD BUT ALSO DEPENDENT UPON PERFORMANCE THAN PERFORMANCE ON SATISFACTION

·         IT IS DEPARTURE FROM THE TRADITIONAL ANALYSIS OF SATISFACTION AND PERFORMANCE RELATIONSHIP.

·         MANAGER SHOULD CAREFULLY ASSESS THEIR REWARD STRUCTURE AND THEY SHOULD INTEGRATE SYSTEM OF MANAGEMENT WITH EFFORTS,REWAR AND SATISFACTION.

·         STEPS TO MOTIVATE THE WORKERS:-

1.       DETERMINE REWARDS VALUE BY EACH SUBORDINATE

2.       DETERMINE THE DESIRED PERFORMANCE

3.       MAKE THE PERFORMANCE LEVEL ATTAINABLE

4.       LINK REWARDS TO PERFORMANCE