Organizational Behaviour - Contemporary Motivation Theories 2




EQUITY THEORY : 

         J. S. Adams made some research and experiments on motivation in the General Electric business of the USA, and found that reward justice has a very important value in terms of constantly motivating and encouraging employees. In his reviews, Adams determined that individuals always compare the awards given to them with the awards given to others and try to determine to what extent the awards deemed appropriate for them are equal to those who show similar success. In this comparison, individuals show their efforts, intelligence, knowledge, experience and abilities as their inputs or values ​​that they present to the organization and their successes accordingly. On the other hand, the rewards and status increases, premiums, bonuses and similar social aids provided by the organization include administrative powers and resources, and improvement of occupational safety and workplace conditions. Individuals compare the proportions of these two elements to determine reward justice. If there is inequality, it is observed that reward justice is broken and an imbalance occurs (Eren, 2001; 522).

          The individual makes an assessment by comparing their input / output ratios with the input / output ratios of others. A sense of equality; it does not require that the perceived outputs and inputs be equal, it just requires the same rates or equal. The individual may think that he deserves a higher salary because he works hard when comparing himself to others. Then the individual's output / input ratio is considered higher. Here, the individual compares the rewards he has obtained as a result of inputs to the organization. It should be noted here that these comparisons, averages and compared groups are the subjective perceptions of the individual (Moorhead et al., 1989; 135).

EXPECTANCY THEORY : 

            In the needs / scope theories included in motivation, the needs that are thought to guide human behavior were considered and the assumption that the lack of these needs or the desire to be resolved would direct the behavior in certain ways. However, some researchers have argued that the existence of human needs is not sufficient to initiate the behavior, but also that the person should have an expectation that this behavior will achieve its purpose in satisfying the need, and developed motivational theories based on this view. "Expectation Theory" developed by Victor H. Vroom has been widely accepted. Vroom's model was later developed by Porter and Lawler and made into a detailed model.Victor H. Vroom (1964) stated that a person's choices between alternative directions of movement are related to the psychological consequences that occur at the same time as the behavior.
            Vroom (1964: 15) defines the concept of "Valence" (goal value) as emotional orientations for certain outcomes. Accordingly, one will choose one over another for two results, such as x and y. It depends on the relationship between the strength of the person who determines the choice for these two results.
           Vroom (1964: 15) expresses the concept of need-motivation as a choice for a number of purposes. The positive motive refers to the goals with positive 'valences', while the negative motives expressed the goals as negative motives.

        Consequently, the individual's ability to act (ie motivation) consists of a combination of an individual's expectation that he / she will achieve the goal and the value given by the person (valence) for that purpose. Vroom (1964) formulated this relationship multiplically because he stated that it would make it impossible to act if one of the two is absent.

Referenses : 

https://www.apa.org/pi/aids/resources/education/self-efficacy

https://www.sciencedirect.com/science/article/pii/B9780128097908000029

https://www.sciencedirect.com/topics/psychology/self-efficacy-theory

https://www.cag.edu.tr/tr/akademik-kadro/16/dosyalar  Doç. Dr. Murat KOÇ

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