THE PORTER-LAWLER

EXPECTANCY
MODEL

This is work motivational model.

It is extension of an earlier expectancy model
developed by victor vroom in 1964.
This model proposed that employee motivation
depends upon

1)

The degree to which employees value certain rewards

2)

employees' belief that their efforts will result in their receiving

these rewards.

Porter-Lawler Theory of Motivation

The Porter-Lawler model suggests that

individuals' abilities and role perceptions
moderate the relationship between effort and
performance. Furthermore, the Porter-Lawler
model emphasizes that employees' perception of
the fairness of rewards affects the relationship
between rewards they receive and satisfaction
with their work.

KEY ELEMENTS

Expectancy- Probability (EP)

Theexpectancyis the belief that one's effort
(E) will result is attainment of desired performance (P)
goals. This belief, or perception, is generally based on an
individual's past experience, self confidence (often termed
self efficacy), and the perceived difficulty of the
performance standard or goal.

Example
If I spend most of tonight studying will it improve
my grade on tomorrow's math exam?
If I work harder than everyone else in the plant
will I produce more?

Instrumentality- Probability (PR)

Theinstrumentalityis the belief that if one does
meet performance expectations, he or she will receive a greater
reward. This reward may come in the form of a pay increase,
promotion, recognition or sense of accomplishment. It is important
to note that when it is perceived that valued rewards follow all
levels of performance, then instrumentality is low. For example, if
a professor is known to give everyone in the class an "A"
regardless of performance level, then instrumentality is low.

Example

If I get a better grade on tomorrow's math test will I get an "A" in

math?

If I produce more than anyone else in the plant, will I get a bigger
raise? A faster promotion?

Valance- V(R)
The valance refers the value the individual
personally places on the rewards. This is a function of his or her
needs, goals, values andSources of Motivation.

Example
How much I really want an "A" in math?
Do I want a bigger raise? Is it worth the extra
effort? Do I want a promotion?

Assumptions:
If

performance in an organization results in equitable

and fair rewards, people will be more satisfied.

High performance can lead to rewards and high

satisfaction.
Types of rewards:

Extrinsic

rewardsoutcomes set and awarded by

external parties (e.g., pay and promotions).
Intrinsic rewardsoutcomes that are internal to the
individual (e.g., self-esteem and feelings of
accomplishment).

PORTER-LAWLER EXTENSION OF
EXPECTANCY THEORY

DRAW BACK

Consequences:There are highly valued positive or

negative outcomes perceived to be associated with behavior

in the situation. This is the same as valancein expectancy
theory.

Likelihood:There is a high perceived probability that

these consequences will follow behavior (e.g.,"I am certain

that if I swear at my boss, she will fire me").This is the
same asinstrumentalityin expectancy theory.

Specificity:Required behavior is well defined and

understood by the individual (e.g.,"Wear a black tuxedo"is

more specific than "dress appropriately"). This is a part of
what determinesexpectancyinexpectancy theory.

THANK YOU