….

Sometimes called as
“process theories”
….Designed to help us
understand the
process involved in
peoples behavior
Based on research of B.F. Skinner
(1953),views motivation as learning
conditioned to associate behavior with a
consequence
A behavior followed by a reinforcing stimulus results in an increased
probability of that behavior occurring in the future.

In this theory leaders are most

effective when they can control or
even manipulate the consequences of a
followers behavior……..
 Consequences influence
behavior.

It means that people do

things because they know other
things will follow.
Emphasizes that people
don’t just respond
passively to
reinforcement or lack
thereof; rather, actively
and consciously
interacting with their
environment
He proposes three variables to
account for: Expectancy,
Instrumentality and Valence

Expectancy is the belief that increased

effort will lead to increased performance

Instrumentality is the belief that if you

perform well that a valued outcome will be
received

Valence is the importance that the

individual places upon the expected
outcome.
 expectancy Instrumentality

efforts performance outcome

valence
Degree of perceived fairness in the work
situation is the key to job satisfaction and
worker effort………
Calls for a fair balance to be struck between an
employee’s inputs (hard work, skill level,
tolerance, enthusiasm, etc.) and an employee’s
outputs (salary, benefits, intangibles such as
recognition)
Suggest that people don’t expend
effort rewards or task outcomes,
but to accomplish the goal itself
Believe in :Three assumptions (Locke 1968) :
.specific goals are effective than general goals
.challenging goals leads to higher performance
.rewards are effective only in that they
encourage people to change their goals
 Monistic Theory
Frederick Taylor
Believed that: energetic people
with high productivity learn
that they earn no more than a
lazy worker who does as little
as possible, they will lose
interest in giving optimal
performance.
INCENTIVES should be given
( ex. Merits , bonus, savings)-
increase one’s self - esteem
 Aldefer’s Modified Need
Heirarchy
Clayton Alderfer
Collapses Maslow’s Five Hierarchical
levels
EXISTENCE-RELATEDNESS-GROWTH
(ERG theory)- when people are frustrated
in their attempts to satisfy one
level need they need to redirect
their energy toward a lower level
need
 McClelland’s Basic needs
Theory
3 basic needs
1. Achievement –desire to make a
contribution, to excel, to succeed
-eager for responsibility, take
risk and desire feedback for
performance
2. Power- want to be in control and
desire influence towards others
-interested in personal power and
prestige than effective performance
3. Affiliation – desire working in
human environment and seek out
meaningful friendships

-wanted to be respected and

avoids actions and decisions
that oppose group norms
HERZBERG two
FACTOR
THEORY