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TRANSCRIPT
LYMAN W. PORTER, PH. D. & EDWARD E. LAWLER, III, PH.
D.
Organization and Administration of Educational
Systems
EdL. Leadership 730
Karen Gibson Ph. D.
By Silvia Campazzo
LYMAN PORTER
Professor Emeritus, Organization & Strategy
The Paul Merage School of Business
University of California, Irvine
Irvine, CA 92697-3125
Research:
Dr. Porter's research focuses on the fundamental aspects of
employee-organizational relationships.
EDWARD E. LAWLER III
Edward E. Lawler III is Distinguished Professor of
Business at the University of Southern California Marshall
School of Business and founder and director of the
University's Center for Effective Organizations (CEO).
Watch a video of Ed Lawler discussing his career.
http://www.edwardlawler.com/bio_video.ht
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TOPIC: MANAGERIAL EFFECTIVINESS
This topic is pertinent both to social scientists concerned
with
behavior in the work situation and to those individuals who
occupy positions in the management of organizations. Itconcerns the relationship between the job attitudes of
managers
and their on-the-job performance.
(Managerial Attitudes, Preface)
VROOM’S VALENCE X EXPECTANCY THEORY
One of the most widely accepted explanations of motivation has been
propounded by Victor Vroom. His theory is commonly known as
Expectancy Theory. He argues that: the strength of a tendency to act in
a specific way depends on the strength of an expectation that the act will
be followed by a given outcome and on the attractiveness of that
outcome to the individual.
The theory focuses on three things :
Efforts and performance relationship
Performance and reward relationship
Rewards and personal goal relationship
THEORY OF EXPECTANCY
Motivation
Actions
Results
Satisfaction in form of rewards
THE THEORETICAL MODEL
L. Porter and E. Lawler developed a more complete version
of motivation dependent upon expectancy theory.
They developed a model --conceptual scheme to guide their
thinking-- relating effort, performance, satisfaction, and other
key variables.
This model led them to ‘some testable hypotheses.’
VARIABLES Value of Reward: refers to how attractive or desire is a potential outcome of an individual’s behavior in the work situation.
Effort- Reward Probability: refers to an individual’s perception of whether differential rewards are based on differential amounts of effort on his part in the work situation.
Effort: refers to the energy expended to perform some task, but does not necessarily correlate with how successfully the task is carried out.
Abilities and Traits: characteristics of individuals that remain largely unaffected by momentary changes in their environmental situation.
Role Perceptions: deal with the way in which the individual defines his job– the types of effort he believes are essential to effective job performance.
Performance: refers to a person’s accomplishment on tasks that comprise his job.
Rewards: are desirables states of affairs that a person receives from either his own thinking or the action of others.
Perceived Equitable Rewards: are defined as the amount of rewards that a person feels is fair.
Satisfaction: is defined as the extent to which rewards actually received meet or exceed the perceived equitable level of rewards.
THE THEORETICAL MODEL
RATIONALE OF METHODOLOGY
Co-relational Study: can sometimes disprove but never prove that a
causal relationship exists.
Questions:
1- Does satisfaction with pay lead to higher job performance?
2- Does an employee’s attitude regarding how his pay is determined,
influence his job performance?
1- YES AND NO
Social person?
Self-actualizing person?
Economic person?
The fact is that people is motivated by social
and self-actualization needs as well as
economic needs.
2- ATTITUDE “CHANGES”
Inner-Directed Cluster
Forceful
Imaginative
Independent
Self-confident
Decisive
Other-Directed Cluster
Cooperative
Adaptable
Cautious
Agreeable
Tactful
TYPES OF NEEDS
Security
Social
Esteem
Autonomy
Self-Actualization
REVISION OF THE MODEL
“It now appears that those types of needs which can be satisfied
primarily by intrinsic rewards - autonomy and self-actualization– are
more likely to produce attitudes about satisfaction that are significantly
related to performance than are needs—such as security and social
needs– which can be satisfied primarily by extrinsic rewards.”(p. 163)
THEN…
http://www.voki.com/php/viewmessage/?chsm=a417b104b27245775bcd39f70cbc488a&mId=521329
Click the link to hear a special voice message from your friend using a cool Voki character:
REFERENCES
L. Porter & E. Lawler, Managerial Attitudes and Performance (1968)Richard
Irwin. Homewood, Illinois.
T. Razik & A. Swanson, Fundamental Concepts of Educational Leadership &
Management (2010) Pearson, Ally and Bacon. Boston, MA.
http://www.laynetworks.com/Theories-of-Motivation.html
http://www.learnmanagement2.com/porterandlawlerexpectancytheory.htm