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REINFORCEMENT THEORY
It says that behavior is a function of its consequences.
Consequences that immediately follow a behavior and
increase the probability that the behavior will be
repeated are called reinforcers
It is based on law of effect, i.e., individuals
behavior with positive consequences tends to be
repeated, but individuals behavior with negative
consequences tends not to be repeated.
Successes in achieving goals and rewards act as
positive incentives and reinforce the successful
behavior
Positive feedback therefore provides for positive
reinforcement
Constructive feedback also reinforces behaviors
EXPECTANCY THEORY
The most comprehensive explanation of how
employees are motivated is Victor Vrooms
expectancy theory and called as valencyinstrumentality-expectancy theory.
Expectancy:
Expectancy can be described as the belief that
higher or increased effort will yield better
performance. This can be explained by the thinking
of "If I work harder, I will make something better".
Instrumentality:
Instrumentality can be described as the
thought(belief) that if an individual performs well,
then a valued outcome will come to that individual.
EXPECTANCY THEORY
Valence:
Valence means "value" and refers to beliefs about
outcome desirability (Redmond, 2010).
There are individual differences in the level of value
associated with any specific outcome.
For instance, abonus may not increase motivation
foran employee who is motivated by formal recognition
or by increased status such as promotion.
Valence can be thought of as the pressure or
importance that a person puts on an expected outcome.
Vroom concludes that the force of motivation in an
employee can be calculated using the formula:
Motivation =
Valence*Expectancy*Instrumentality
EXPECTANCY THEORY
An expectancy based motivational model for
individual performance improvement was
designed by DeNisi and Pritchard (2006) :
It is based on the belief that People allocate
energy to actions in a way that will maximize
their anticipated need satisfaction.
The sequence is:
Actions > results > evaluation > outcomes
> need satisfaction > performance
The stronger the links between each element
in the motivation process, the greater will be
the motivation of employees to improve their
performance
SELF-EFFICACY THEORY
Developed by bandura ,Indicates that Selfmotivation will be directly linked to the selfbelief of individuals that they will be able to
accomplish certain tasks, achieve certain
goals or learn certain things .
Role of managers is important to encourage
self belief in the minds of those whom they
discuss performance and development.
Also the Aim of performance management is
to increase self efficacy in individuals
ATTRIBUTION THEORY
It is concerned with how people explain their
performance .
Five types of explanation may be used to account
for either success or failure: ability, effort, task
difficulty, circumstances and luck .
If success or failure is explained in terms of effort,
then high motivation may follow.
If on the other hand failure to achieve is explained
in terms of task difficulty or adverse circumstances
and bad luck the result may be a loss in motivation.
Incorrect attribution may result from inadequate
feedback and managers can do much to influence
attributions and therefore motivation by providing
relevant feedback, discussing in a positive way
ROLE MODELING
If behavior of people is based on a role
model then they can be motivated.
That is someone whose approach to work
and ability to get things done is inspirational.
This creates a desire to follow the example.
For example: managers and team leaders
can function as role models, and
performance management can enhance this
process by dialogue and coaching