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Lecture Organizational behavior: Key concepts, skills & best practices (5/e): Chapter 7 - Angelo Kinicki, Mel Fugate

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Chapter 7 - Motivation II: Equity, expectancy, and goal setting. After reading the material in this chapter, you should be able to: Discuss the role of perceived inequity in employee motivation, describe the practical lessons derived from equity theory, explain Vroom’s expectancy theory, describe the practical implications of expectancy theory,. | Motivation II: Equity, Expectancy, and Goal Setting Chapter Seven After reading the material in this chapter, you should be able to: LO7.1 Discuss the role of perceived inequity in employee motivation. LO7.2 Describe the practical lessons derived from equity theory. LO7.3 Explain Vroom’s expectancy theory. LO7.4 Describe the practical implications of expectancy theory. LO7.5 Identify five practical lessons to be learned from goal-setting research. LO7.6 Specify issues that should be addressed before implementing a motivational program. Equity Theory Equity theory model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships Negative and Positive Inequity Figure 7-1 Thresholds of Equity and Inequity Benevolents people who have a higher tolerance for negative inequity prefer their outcome/input ratio to be lower than ratios from comparison others Sensitives adhere to a strict norm of reciprocity and are . | Motivation II: Equity, Expectancy, and Goal Setting Chapter Seven After reading the material in this chapter, you should be able to: LO7.1 Discuss the role of perceived inequity in employee motivation. LO7.2 Describe the practical lessons derived from equity theory. LO7.3 Explain Vroom’s expectancy theory. LO7.4 Describe the practical implications of expectancy theory. LO7.5 Identify five practical lessons to be learned from goal-setting research. LO7.6 Specify issues that should be addressed before implementing a motivational program. Equity Theory Equity theory model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships Negative and Positive Inequity Figure 7-1 Thresholds of Equity and Inequity Benevolents people who have a higher tolerance for negative inequity prefer their outcome/input ratio to be lower than ratios from comparison others Sensitives adhere to a strict norm of reciprocity and are quickly motivated to resolve both negative and positive inequity Thresholds of Equity and Inequity Entitleds have no tolerance for negative inequity expect to obtain greater output/input ratios than comparison others and become upset when this is not the case. Organizational Justice Distributive justice The perceived fairness of how resources and rewards are distributed. Procedural justice The perceived fairness of the process and procedures used to make allocation decisions. Interactional justice quality of the interpersonal treatment people receive when procedures are implemented. Practical Lessons from Equity Theory No matter how fair management thinks the organization’s policies, procedures, and reward system are, each employee’s perception of the equity of those factors is what counts. Managers benefit by allowing employees to participate in making decisions about important work outcomes Practical Lessons from Equity Theory Employees should be given the opportunity to .