Nursing Management - Motivational Theories yx3q

The Porter-Lawler Model Porter and Lawler

Self- Efficacy Theory Albert Bandura

Equity Theory John Stacey Adams

OTHER MOTIVATIONAL THEORIES

Control Theory Carver and Schcier

The Porter-Lawler Model Porter and Lawler

Porter and Lawler used Victor Vroom’s expectancy theory as a foundation to develop their expectancy model. Similar to Vroom’s theory, Porter and Lawler concluded that an individual’s motivation to complete a task is affected by the reward they expect to receive for completing the task. However Porter and Lawler introduced additional aspects to the expectancy theory.

The Porter-Lawler Model Porter and Lawler

The model predicts that satisfaction is determined by the perceived equity of intrinsic and extrinsic rewards for high-level performance.

Equity Theory John Stacey Adams

1963 – John Stacey Adams Idea that fairness and equity are key components of a motivated individual The higher an individual's perception of equity, the more motivated they will be If someone perceives an unfair environment, they will be demotivated

Equity Theory John Stacey Adams

Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outputs) with those of the other people in the same or other firms.

Effort, loyalty, hard What a worker Inputs work, skill, ability, contributes to a determination, etc. job

Outputs What the worker gets from a job

Salary, bonus, recognition, reputation, job security, etc.

Individuals develop their perception of fairness by calculating a ratio of their inputs and outcomes and then comparing this to the ratio of others. Adams • An individual may not perceive he is being treated fairly when he works 40 hours per week and receives P1000 in pay, while his co-worker works 30 hours per week and receives P1500 in pay. If the comparative ratios are perceived by the individual to be unequal, then inequity exists. • Inequity exists when there is a perceived difference in the ratios of inputs and outcomes. • Underpayment inequity and overpayment inequity As the difference in inequity increases, the tension and distress felt by an individual will increase. • Smaller differences of inequity are more tolerable than significant differences of inequity. The greater tension an individual feels due to perceived inequity, the harder they will work to decrease their tension and increase perceived levels of equity • Examples include decreasing productivity at work, finding a new job, asking for a wage increase, or attempting to justify changes in their perceptions of inputs or outcomes

Equity Theory John Stacey

Equity

Equality

Individual outcomes or rewards will be in proportion to individual inputs and efforts.

Rewards are equally given out to all participants despite individual inputs.

SelfEfficacy Theory According to Albert Bandura,

Albert Bandura self-efficacy is “the belief in one’s and

capabilities execute

action

to

the

required

organize

courses to

in

his

manage

plans into action is not that simple. Bandura found that an individual’s self-

or

her

ability to succeed in a particular situation.

Bandura

described

these beliefs as determinants of how people think, behave, and feel.

change, and to achieve. However, most people also realize that putting these

In other words, self-efficacy is a belief

accomplish, things they would like to

of

prospective situations”.

person’s

People can identify goals they want to

efficacy plays a major role in how goals, Beliefs of Self-efficacy begins to form in tasks, and challenges are approached. early childhood as children deal with a wide variety of experiences, tasks, and situations. However, the growth of selfefficacy does not end during youth, but continues to evolve throughout life as people acquire new skills, experiences,

Self- Efficacy Theory Albert Bandura

PEOPLE WITH A STRONG SENSE OF

PEOPLE WITH A WEAK SENSE OF SELF

SELF-EFFICACY:

EFFICACY:

•

View

challenging

problems

as

tasks to be mastered. •

Develop

deeper

interest

in

Form

a

stronger

sense

activities. Recover quickly from setbacks and disappointments

•

Believe

that

difficult

tasks

and

situations are beyond their capabilities. •

of

commitment to their interests and

•

Avoid challenging tasks.

the

activities in which they participate. •

•

Focus on personal failings and negative outcomes.

•

Quickly abilities.

lose

confidence

in

personal

Self- Efficacy Theory

•

Performing

a

task

successfully

strengthens our sense of self-efficacy.

Albert Bandura

However, failing to adequately deal with a task or challenge can undermine and

FOUR MAJOR SOURCES OF SELFEFFICACY. 1. Mastery Experiences

weaken self-efficacy. 2. Social Modeling •

2. Social Modeling

other

people

successfully

completing a task is another important source of self-efficacy.

3. Social Persuasion 4. Psychological Responses

Witnessing

•

“Seeing people similar to oneself succeed by

sustained

beliefs

that

effort they

raises too

observers'

possess

the

capabilities master comparable activities to succeed”

reactions to situations also play an

Self- Efficacy Theory Albert Bandura

important role in self-efficacy. •

Moods, reactions,

emotional and

states,

stress

physical

levels

can

all

3. Social Persuasion

impact how a person feels about their

• Bandura also asserted that people

personal

to succeed. • Consider a time when someone said something positive and encouraging that helped you achieve a goal. • Getting verbal encouragement from others helps people overcome selfdoubt and instead focus on giving their best effort to the task at hand.

in

a

particular

becomes

extremely

situation.

could be influenced to belief that they have the skills and capabilities

abilities

•

A

person

who

nervous before speaking in public may develop a weak sense of self-efficacy in these situations.

Self- Efficacy Theory Albert Bandura MOTIVATIONAL PROCESSES

Self-beliefs of efficacy play a key role in the selfregulation of motivation. Most human motivation is cognitively generated. People motivate themselves and guide their actions anticipatorily by the exercise of forethought. They form beliefs about what they can do. They anticipate likely outcomes of prospective actions. They set goals for themselves and plan courses of action designed to realize valued futures.