Running head: MOTIVATION IN WORKPLACE
THE EFFECTS OF MOTIVATION IN
THE WORKPLACE
Santino C. Viselli
McDaniel College
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MOTIVATION IN WORKPLACE
Abstract
The analysis of various situations in the work place can determine a successful
understanding of motivation. Attempting to determine the factors in which employees are
Motivated to perform in an enhanced or superior manner, three motivational theories are
analyzed to further detail. The three motivational theories analyzed are the expectancy, goal
setting and Equity theories. Within each analyzed theory, research is stated and also applied to
further understand the effect of certain theory towards motivation. The concept of organizational
commitment has attracted a great deal of interest in the human resource management and
psychology literatures (Brown, McHardy, McNabb, Taylor, 2011). Conclusion will successfully
leave education on how motivational theories affect organizations employees in a positive way.
Key Words: motivation, workplace, expectancy theory, goal-setting theory, equity theory
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The Effects of Motivational Theories in the Workplace
An employee in a work setting has automatically determined that there is no process,
goals or incentive working to promote their individual performance. It can be analyzed that the
individual is not reaching full performance because there are no motivational aspects pushing the
desired outcome. The topic of employee motivation plays a central role in the field of
management- both practically and theoretically (Steers, Mowday, Shapiro, 2004). This is only
one example of a motivational issue.
The ability to succeed in the work place can be determined greatly by observing ones will
to produce the necessary outcome. For one to be willing to change a behavior, a motivational
aspect can be applied. Work motivation is a set of energetic forces that originate both within as
well as beyond an individual’s being, to initiate work-related behavior and to determine its form,
direction, intensity and duration (Latham, Craig, Pinder, 2005). Attempting to determine the
factors in which employees are motivated to perform in an enhanced or superior manner, three
motivational theories will be analyzed to further detail. The first is the Expectancy Theory,
which determines main thoughts that one has in believing the outcome will lead to success, if a
desired outcome is wanted, and the value it holds on the individual. The second, Goals-Setting
Theory, consists of placing landmarks for the individual to work towards to. This not only
creates a clear path showing the correct processes’, but also allows the individual to schedule
change within their lifestyle. The specific goal will continue until the necessary outcome is
achieved. The third theory, Equity Theory, suggest that the motivational outcome is very
attached to fairness of the individual. The outcome can be determined if it fairly connects to the
outcome necessary, then motivation can successfully be reached. It can also have a negative
affect if one believes they have been treated unfairly. This will create a negative affect towards
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motivation. A further analysis will provide knowledge that these three motivational theories
create a positive outcome in the workplace.
Expectancy Theory analyses the way an individual will decide to behave in a certain
manner by a mental thought process. Expectancy Theory, first proposed by Victor Vroom,
suggest that individuals, acting through self-interest, adopt courses of action perceived as
maximizing the probability of desirable outcomes for themselves. (Isaac, Wilfred, Douglas,
2001). In essence, choice is made to select a specific behavior over another due to the result of
that selected behavior and the value of change towards the individual. Within the theory it can
analyze three parts of the determining factor before an outcome is made. The three key elements
begin with expectancy. The individual determines if the certain performance put into the task can
create successful outcome. The higher expectancy of the individual belief to accomplish
successfully, the higher the rate of success and outcome will be. While keeping in thought that
while lower expectances will lead to lower rates of success and outcome. Second,
Instrumentality is a belief that if the behavior or task is done successfully it will lead to an
outcome that is wanted by the individual. Each individual has a certain outcome that they would
desire, which creates this key part difficult. Determining what the main outcome the individual
would like to achieve will be crucial in determining the percentage of positive performance
given. It again analyzes the thought process in which the individual undergoes. It can be very
positive if the task is determined to be beneficial but can also have a reverse affect if one
believes that the change will not have any influence or change on the outcome. The final
element, valance, is the individuals thought of how important the certain change is. In order for
valence to be a positive factor, the individual must want the change to occur rather then not. A
study done to analyze the influential factors on employees’ motivation for participating in In-
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training courses revealed that situation, expectancy, instrumentality, and valence have affected
employees’ motivation to participate in the in-service training (Abadi, Jalilvand, Sharif, Salimi
,Khanzadeh, 2011). When all three elements are determined an individual can analyze the
various outcomes that can be in effect. The challenge that comes with these three key elements is
that each individual will be different determining their outcome. It is contended here that
expectancy theory can be better understood and tested if research is concentrated not on the
theory itself, but rather on its necessary assumptions (Behling, Orlando, Frederick, 1973). With
all three key concepts together it can determine the motivational force for the individual, which
in the end will only educate and determine the best possibilities for a successful outcome.
Goal setting can be one of the most powerful uses to fully understand certain objectives
to supply a successful outcome. In many HRD programs goal setting is greatly encouraged, such
as career development. Goal setting is a powerful way of motivating people, and of motivating
one self. The theory proposes that goals can mobilize employee effort, direct attention, increase
persistence, and affect the strategies employees use to accomplish tasks. The goal of this theory
is also to continue the objectives of the goal until end outcome is received. An Article by
Lunenburg (2011) states, research supports predictions that the most effective performance
seems to result when goals are specific and challenging, when they are used to evaluate
performance and linked to feedback on result and create commitment and acceptance
(Lunenburg, 2011). Goal setting presents plenty of advantageous opportunities. The theory is a
technique used to raise incentives for employees to complete work at an enhanced or raised level.
It leads to better performance by increasing motivation and efforts, but also through increasing
and improving their task on objectives that can relate more to the individual. The goal-setting
theory can also present limitation as it does hold objectives that can be more individually based.
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The organizational goals may come in conflict with certain goals of the individual. The
attainability of the goal may cause risk behavior if the task is unlikely to happen or unable to
achieve. This ties into the situation of an employee lacking the desired skills to obtain the goal.
In a study done at Wayne State University focused on the goal setting theory stating that work
motivation theories have generally failed to systematically incorporate time as an important
variable affecting people’s motivation (Fried, Yitzhak, Slowik, 2004). In this case, time can be
an issue to further investigate and is only one issue the goal-setting theory can provide. If this is
the case, a lack of motivation can be demonstrated. A goal can clearly outline the desired results
of a program, and to motivate them to achieve these results. Goals of an individual can be
discussed with high-level management to maintain certain objectives that will both desire the
individual and also reach the outcome of the certain program.
The analysis to explain the desire which satisfaction in terms of perceptions of how fair
an outcome is towards an individual is stated to be the Equity Theory. The concepts of fairness,
justice and equity are considered cornerstones of a healthy society in Western culture. Members
of organizations within various settings such as business, education, health care, and government
consider equitable treatment of individuals as important organizational goals (Carrell, Dittrich,
1978). The belief is that one puts fair treatment to what causes them to be motivated while
keeping fairness maintained within the relationships of their peers and the organization. In easier
terms, one develops beliefs to what is fair for them to receive in exchange for the contributions
that they have made. The determinations of what is fair for the individual can be a curtail part in
successfully attaining motivation. An individual will use personal experiences and also compare
the outcome of others to maintain a clear thought of equity. If there is thought of inequity within
the individual it can cause a negative affect in motivation. A fair example of this is an employee
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being left out of an organizations training. This will create inequity causing the individual to
reduce performance in their tasks and behaviors. The employees attending the seminar will
experience equity, knowing that they are receiving fair treatment within the organization in
return placing a positive continual effect on work tasks and behavior. Research describes a new
construct, equity sensitivity and proposes that reactions to equity/inequity are a function of an
individual’s preferences for different outcome/input ratios (Huseman, Hatfeild, Miles, 1987).
This theory does not state that each individual should receive the same outcome to maintain
equity, but to maintain a specific ratio between effort and outcome. Usually consisting in the
higher the effort the more benefits and support one will receive to output motivation in the
individual. This maintains the understanding that further investigation into certain roles within
the organization needs to be done and to the effort that is put into the task if inequity is
displayed. This can help determine the ratio so that equity can be achieved. Once equity is
achieved within an individual, it will create satisfaction in the ratio and maintain steady positive
outcomes.
The ability to succeed in the work place can be determined greatly by observing ones will
to produce the necessary outcome. Employee commitment and loyalty are central features in the
high performance workplace literature in which they are seen as mediating factors linking
different types of human resource management and employee practices of enhanced performance
(Brown et al., 2011). For one to be willing to change a behavior, a motivational aspect can be
applied. Attempting to determine the factors in which employees are motivated to perform in an
enhanced or superior manner, three motivational theories were analyzed to further detail.
Expectancy Theory analyses the way an individual will decide to behave in a certain manner by a
mental thought process. Within the theory three key elements are determined before the outcome
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is achieved. With all three key concepts together it can determine the motivational force for the
individual, which in the end will only educate and determine the best possibilities for a
successful outcome. Goal setting is a powerful way of also motivating people, and of motivating
one self. The Goal- Setting Theory emphasized this by created clear objectives to follow for the
growth of the individual and also the organization. Throughout this process, one develops
beliefs to what is fair for them to receive in exchange for the contributions that they have made.
The Equity Theory explains it as having a specific ratio in which an individual fallows while
trying to maintain equity to successfully support continual positive behavior. With all three
theories showing their own way of negatively affecting a motivational outcome, it brings upon
the command to successfully apply organization and individual research to maintain successful
outcome.
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MOTIVATION IN WORKPLACE
References
Abadi, F. E., Jalilvand, M. R., Sharif, M., Salimi, G. A., & Khanzadeh, S. A. (2011). A study of
influential factors on employees’ motivation for participating in the in-service training
courses based on modified expectancy theory. International Business and Management,
2(1), 157-169.
“Source successfully analyzed the three key elements to determining outcome in the expectancy
theory. Determined that outcome needs all three key elements in making final decision. Further
research into the article will provide deeper understanding.”
Behling, Orlando, Frederick A. Starke. (1973) The Postulates Of Expectancy Theory. Academy
Of Management Journal 16.3: 373-388. Business Source Premier. Web. 6 Sept. 2013.
“Source explains that the expectancy needs to not only be studied on the theory level, but also on
the outcomes of the theory towards the individual. Successfully provides education on how to
understand the study of the theory.”
Brown, S., McHardy, J., McNabb, R., Taylor, K. (2011). Workplace Performance, Worker
Commitment, and Loyalty. Journal Of Economics & Management Strategy, 20(3), 925955
“Source explains the importance of motivation in the workplace but also the human resource
field. Since research is based on human resources, it successfully explains the real world
importance in the workplace environment.”
Carrell, M. R., Dittrich, J. E. (1978). Equity theory: The recent literature, methodological
considerations, and new directions. Academy of Management Review, 3(2), 202-210.
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“Source successfully explains the importance of equity in the modern workplace. The author not
only explains why it is important but also directs the objectives of the theory towards western
civilization.”
Fried, Yitzhak, Linda Haynes Slowik. (2004) Enriching Goal-Setting Theory With Time: An
Integrated Approach. Academy Of Management Review 29.3: 404-422. Business Source
Premier. Web. 6 Sept. 2013.
“Source explains that while the goal-setting theory has many advantages, time could be seen as
an issue while setting goals. Further investigation in the article provides that incorporating
inappropriate time intervals can cause a goal negative reactions to motivation.”
Huseman, R. C., Hatfield, J. D., Miles, E. W. (1987). A new perspective on equity theory: The
equity sensitivity construct. Academy of Management Review, 12(2), 222-234.
“Source introduces the fact that the equity theory is based off ratio. It explains the significance of
input and output towards the reactions of equity and inequity towards motivation. The author is
able to explain the importance of maintaining a ratio that will continue motivation.
Isaac, Robert G., Wilfred J. Zerbe, Douglas C. Pitt. (2001) Leadership and motivation: The
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“Source successfully explains the importance of the expectancy theory towards the thoughts of
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Latham, G. P.,Craig C. Pinder. (2005) Work motivation theory and research at the dawn of the
twenty-first century. Annu. Rev. Psychol. 56: 485-516.
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“Source is able to explain workplace motivation and how it not only connects to theories but also
thoughts of an individual. It provides the reader with the knowledge of what is needed to produce
motivation in the workplace.”
Lunenburg, Fred. C., (2011) Goal Setting Theory of Motivation. International Journal of
Management, Business, and Administration 1-6.
“Source is able to specify the main attributes of a goal that need to be used in order for the goal
to have a positive outcome. It brings upon the difficulties while determining goals for an
individual to make sure each key element is present.”
Steers, R. M., Mowday, R. T., Shapiro, D. L. (2004). Introduction to special topic forum: The
future of work motivation theory. The Academy of Management Review, 29(3), 379-387.
“Source explains the importance for managers that there is a need to have motivational theories
researched before implemented. This is so that the necessary objectives are clear to the
individual and to maintain that each individual is different.”
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