PORTER AND LAWLER MOTIVATION THEORY.pptx

Porter and Lawler Motivation Theory

1. PORTER & LAWLER PRESENTED BY ROHANNIE H. DADIVAS

2. LYMAN WILLIAM PORTER An American academic administrator. He was the dean of the Paul Merage School of Business at the University of California, Irvine from 1972 to 1983. He was the co-author of many books of management, and "one of the primary founders of the study of organizational behavior." He "played a major role in ensuring that organizational behavior would become an important component of modern business education." BORN 1930 Lafayette, Indiana, U.S. DIED July 2, 2015 Newport Beach, California, U.S. He graduated from Northwestern University, where he earned a bachelor's degree in 1952, and he received a Ph.D. in psychology from Yale University in 1956. He retired from academia in 1992.

3. EDWARD E. LAWLER III A distinguished Professor of Business at the University of Southern California, Marshall School of Business. He joined USC in 1978 and during 1979, founded and became director of the University's Center for Effective Organizations. BORN June 16, 1938 Professor Lawler has been honored as a major contributor to theory, research, and practice in the fields of human resources management, compensation, organizational development, and organizational effectiveness. He is the author of over 350 articles and 45 books.

4. PORTER AND LAWLER’S MODEL OF MOTIVATION In the late 1960s, Porter and Lawler published an extension of the Vroom expectancy mode, which is known as the Porter -Lawler expectancy model or simply the Porter-Lawler model. Porter and Lawler Model of Motivation is a multivariate model which explains the relationship that exists between job attitudes and job performance.

5. INDIVIDUAL BEHAVIOUR IS DETERMINED BY A COMBINATION OF FACTORS IN THE INDIVIDUAL AND THE ENVIRONMENT. ASSUMPTION 1: INDIVIDUALS ARE ASSUMED TO BE RATIONAL HUMAN BEINGS WHO MAKE CONSCIOUS DECISIONS ABOUT THEIR BEHAVIOUR IN ORGANIZATION. ASSUMPTION 2: INDIVIDUALS HAVE DIFFERENT NEEDS, DESIRES, AND GOALS. ASSUMPTION 3: ON THE BASIS OF THEIR EXPECTATIONS, INDIVIDUALS DECIDE BETWEEN ALTERNATE BEHAVIOURS AND SUCH DECIDED BEHAVIOUR WILL LEAD TO THE DESIRED OUTCOME ASSUMPTION 4: This model is based on four basic assumptions about human behaviour:

6. 1. EFFORT: The amount of effort an individual is willing to exert depends on the value of the reward and the belief that effort will lead to the desired performance (expectancy). 2. PERFORMANCE: E ffort leads to performance, but performance is moderated by the individual's abilities and role clarity. 3. REWARDS: P erformance leads to both intrinsic and extrinsic rewards. The likelihood of receiving these rewards influences the initial effort. 4. SATISFACTION: T he satisfaction derived from rewards is influenced by the perceived fairness (equity) and the value of the rewards. Higher satisfaction can lead to increased motivation for future tasks. 5. FUTURE EFFORT: S atisfaction influences future effort, creating a feedback loop that affects ongoing motivation and performance. THE PROCESS OF MOTIVATION ACCORDING TO PORTER AND LAWLER

7. THANK YOU Thank you for your time and attention throughout this presentation.