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MOTIVATION IN THE WORKPLACE, E to P, P to O - Coggle Diagram
MOTIVATION IN THE WORKPLACE
1) EXPECTANCY THEORY OF MOTIVATION
Effort
Performance
Outcome
Valence - anticipate satisfaction or dissatisfaction that an individual feels toward an outcome
Ensure that rewards are valued
Individualize rewards (give choices)
Minimize countervalent outcomes/ factors that may lead to decline in efforts
Career and performance management, rewards and benefits
Measure performance accurately.
Describe outcomes of good and poor performance.
Explain how rewards are linked to past performance.
Introduce more valued rewards.
Train employees
Select people with required competencies
Provide role clarification
Provide sufficient resources
Provide coaching and feedback
Match personality with job
2) ORGANIZATIONAL JUSTICE COMPONENTS
Structural Rules
Social Rules
Procedural Justice principles
Emotions
Attitudes
Behaviors
Meaning: The fairness of the procedures used to decide the
distribution of resources.
Distributive Principles
Distributive Justice principles
Meaning : The perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others.
3) Elements of Equity Theory
Comparison Other
Equity Evaluation
Outcome/input ratio
4) Overreward vs Underreward Inequity
Overreward inequity
Comparison other
Outcomes less than input
You
Outcomes and input are balance
Underreward inequity
Comparison other
Outcomes and inputs are balance
You
Outcome less than input
5) Equity Sensitivity
Entitleds
Prefer receiving proportionately more than others
Equity Sensitives
Want ratio to be equal to the comparison other
Benevolents
Tolerant of being underrewarded
6) PROCEDURAL
JUSTICE
Voice
Consistence
Bias-Free
Listens to all
Knowledgeable
Appealabel
Respect
Accountability
7) Types of reward in the workplace
Membership and seniority
Job status
Competencies
Skills based pay
Performance-based
Team rewards
Individual rewards
Organizational rewards
E to P
P to O