Porter-Lawler model of motivation. Process theory of motivation. Porter-Lawler model

This theory is built on a combination of elements of expectancy theory and equity theory. Its essence is that the relationship between remuneration and achieved results has been introduced.

In substantive theories, it is unconditionally accepted that satisfaction leads to improved performance, and dissatisfaction reduces performance. Herzberg's model is actually a theory of job satisfaction, yet it does not address the relationship between satisfaction and performance. Vroom's theory also largely avoids analyzing this connection. Although the concept of satisfaction contributed to Vroom's concept of valence, and outcomes were associated with performance, the relationship between satisfaction and work performance was specifically addressed only in the motivation model of Porter and Lawler, who refined and expanded Vroom's model. (In their model, for example, relationships are represented diagrammatically rather than mathematically, more variables are used, and the cognitive process of perception plays a central role.)

L. Porter and E. Lawler introduced three variables that affect the amount of remuneration: effort expended, a person’s personal qualities and abilities, and awareness of his role in the labor process. Elements of expectancy theory here are manifested in the fact that the employee evaluates the reward in accordance with the effort expended and believes that this reward will be adequate for the effort expended. Elements of equity theory are manifested in the fact that people have their own judgment about the correctness or incorrectness of rewards in comparison with other employees and, accordingly, the degree of satisfaction. Hence the important conclusion that it is the results of work that are the reason for employee satisfaction, and not vice versa. According to this theory, performance should steadily increase.

Porter and Lawler start from the premise that motivation (effort or energy) does not equal satisfaction or performance. Motivation, satisfaction and performance are separate variables and interact differently than is commonly believed by Lutens, F. “Organizational Behavior.” M., “Infra-M”, 1999. p. 181

they basically correspond to the parameters of Vroom's equation. However, what is significant is Porter and Lawler's point that effort (energy or motivation) does not directly lead to increased performance. This connection is mediated by the employee’s abilities, character traits, and perception of his own role. In the Porter-Lawler model, what comes after the job is considered more important. The degree of satisfaction will be determined by the reward itself and its perception. In other words, the Porter-Lawler model assumes - and this is its most significant difference from the traditional understanding - that performance of work leads to satisfaction.

This model has been largely supported by research for many years. For example, recent field research has shown that level of effort and its focus are very important in explaining the work performance of individual members of Gary Blau's organization. “Operationalizing Direction and Level of Effort and Testing their Relationships to Individual Job Performance,” Organizational Behavior and Human Decision Process, June 1993, pp. 152-170. Extensive research supports the importance of rewards in the relationship between job performance and satisfaction. It was specifically concluded that the relationship between satisfaction and performance is stronger when reward is linked to performance than when it is not.

Although the Porter-Lawler model is more practical-oriented than the Vroom model, it is still very complex to bridge the existing gap between theory and management practice. To the credit of Porter and Lawler, it should be noted that they were fully aware of the need to implement their theory and research results into practice. They recommend that practicing managers go beyond traditional job attitude assessments and try to assess variables such as the value of potential rewards, perceptions of the relationship between effort and reward, and role perceptions. These variables will certainly help managers better understand what determines effort and productivity. With a focus on what follows performance, Porter and Lawler recommend that organizations critically re-evaluate their reward policies. They emphasize that management must concentrate its efforts to evaluate how well the level of satisfaction corresponds to the level of job performance. These recommendations have been supported by scientific research. However, recent research and in-depth analysis continue to point to the complex impact of cognitive processes on rewards and other organizational outcomes.

Porter and Lawler's model has undoubtedly contributed greatly to the understanding of work motivation and the relationship between job performance and satisfaction, but has not yet had a major impact on actual human resource management practice. However, expectancy models provide some guidelines that human resource managers can follow. For example, it has been suggested that the first stage (the relationship between motivation and job performance) needs to overcome the barriers listed below.

Doubts about abilities, skills, or knowledge.

The physical or practical ability to perform the job.

The dependence of a given job on other people or activities.

Uncertainty of the requirements for this job 17 .

In addition, the following recommendations are made for the final stage (the relationship between job performance and satisfaction).

Determine what type of reward each employee values ​​most.

Determine the desired level of performance.

Make this desired level achievable.

Link rewards people value to job performance.

The last of the above points is reflected in management compensation systems in many large companies, as described in the fragment “Integrated quality management in action: Linking a manager’s remuneration with the work of his department” Kartashova L.V., Nikonova T.V., Solomanidina T. .ABOUT. "Organizational behavior". M., “Infra-M”, 2001. p. 100.

In recent years, theories of justice and attribution have emerged and attracted the attention of many researchers. Although some authors of textbooks classify the following theories into a separate category of “modern theories of motivation” Lutens F. “Organizational Behavior”. M., “Infra-M”, 1999. p. 182, in essence, these theories must be attributed to the procedural approach to the motivation of work activity.

We are glad to welcome you, dear blog readers! We often raise the topic of motivation, so it’s time to study one interesting theory called the Porter-Lawler model. We will look at why it is needed and what exactly its essence is.

The essence of the theory

Lyman Porter and Edward Lowell created a model that was able to make a significant contribution to the study of motivation, making many nuances clear, and using the theory in practice allowed achieving more effective results. Their theory includes an integrated approach to the study of motivation, and includes five variables, which, when combined into a single process, can enhance labor productivity.

So this is:

1. The effort that has been expended to achieve what is desired.
2. Assessment and perception of the situation, as well as the possible receipt of reward, in simple words - motive. By the way, you can read more about it in the article “What does motive mean in modern psychology and what are its types?”
3. The result obtained.
4. Just encouragement.
5. The level of satisfaction, both from the result, encouragement, and from the process.

Scientists have come to the conclusion that high results of human labor depend directly on 3 indicators, which are described below.

Three indicators of high work results

1. Energy. Which he spends in the process of activity, as well as the readiness to give his best to achieve the goal.

2. Personal characteristics. If you read the article, then remember that with the external type, a person is not able to bear full responsibility for his actions, as well as to show initiative and interest. Why would it be unnecessary to expect colossal success from him?

Anyone who gives power to external circumstances, without relying on himself, will not be able to move towards his dream, correctly setting priorities and forming goals and plans.

3. Skill level. That is, to what extent a person understands what is required of him and what responsibilities are assigned to him. If you remember, in the article we talked about the fact that it is extremely important for an employee to feel important in the company. Therefore, if you give him certain power and assign responsibilities that distinguish him from other employees, he will do everything to justify the trust placed in him.

Simply put, the results achieved depend on how much effort a person is willing to put in. And this readiness is formed on the basis of an understanding of what reward he will subsequently receive. And the more it is desired for him, accordingly, the faster he will begin active activity. And the fewer attempts there will be to take a break, sabotage the process, or even avoid it altogether by shifting responsibilities to another employee.

Rewards can be both internal and external. Internal - the recognition he receives from colleagues and managers, praise, a sense of self-esteem from how much work he was able to do, and satisfaction with the level of his competence. And externally - receiving a bonus, increasing wages or moving up the career ladder.

An interesting nuance is the fact that Porter and Lawler, contrary to the opinions of other scientists, stated that a person receives satisfaction as a result of the successful completion of his activities, and not as a reason and reason.

Conclusion

And that’s all for today, dear readers! Finally, I want to recommend to you about increasing motivation. It outlines a comprehensive program that can help improve your performance. Good luck and achievements to you!

The material was prepared by Alina Zhuravina.

Porter–Lawler theory

Ward Lawler developed a comprehensive process theory of motivation, including elements of expectancy theory and equity theory. Their model, shown in Fig. 1, includes five variables: effort expended, perception, results obtained, reward, and degree of satisfaction. According to the Porter-Lawler model, the results achieved depend on the efforts made by the employee, his abilities and character, as well as his awareness of his role.

L. Porter and E. Lawler developed a comprehensive process theory of motivation, including elements of expectancy theory and equity theory. In their model shown in Fig. 5, there are five variables: effort expended, perception, results obtained, reward, degree of satisfaction. According to the Porter-Lawler model, the results achieved depend on the efforts made by the employee, his abilities and character, as well as his awareness of his role. The level of effort exerted will be determined by the value of the reward and the degree of confidence that a given level of effort will actually entail a very specific level of reward. The model establishes a relationship between reward and results, i.e. a person satisfies his needs through rewards for achieved results.
So, according to the Porter-Lawler model, the results achieved by an employee depend on three variables: the effort expended (3), the person’s abilities and character (4), as well as his awareness of his role in the work process (5). The level of effort expended, in turn, depends on the value of the reward (1) and on the extent to which the person believes in the existence of a strong connection between the expenditure of effort and the possible reward (2). Achieving the required level of performance (6) may entail internal rewards (7) - such as a sense of satisfaction from the work performed, confidence in one's competence and self-esteem, as well as external rewards (8) - such as praise from a manager, bonus, promotion .
The dashed line between performance and extrinsic reward means that there may be a relationship between the performance of an employee and the rewards given to him. These rewards reflect the opportunities determined by the manager for a given employee and the organization as a whole. The dashed line between performance and rewards perceived as fair (9) shows that, according to equity theory, people have their own assessment of the fairness of rewards given for certain results. Satisfaction (10) is the result of external and internal rewards, taking into account their fairness (9). Satisfaction is a measure of how valuable a reward actually is (1). This assessment will influence the person's perception of future situations.
One of the most important conclusions of Porter and Lawler is that productive work leads to satisfaction. This is exactly the opposite of what most managers think about this. They are influenced by early theories of human relations, which believed that satisfaction leads to better performance at work or, in other words, that more satisfied workers perform better. The authors of the theory, on the contrary, believe that a sense of accomplishment leads to satisfaction and contributes to increased performance.

Research supports Porter and Lawler's view that high performance is a cause of overall satisfaction, not a consequence of it. As a result, the Porter–Lawler theory made a major contribution to the understanding of motivation. She showed that motivation is not a simple element in the chain of cause and effect relationships. It also shows how important it is to integrate the concepts of effort, ability, performance, rewards, satisfaction, and perception into a single, coherent theory of motivation.
It has been established that only under certain conditions does an increase in wages stimulate an increase in labor productivity. The first is that people should attach great importance to wages. The second is that people must believe that there is a clear relationship between wages and productivity and that increased productivity will necessarily lead to higher wages.

Porter-Lawler model

Lyman Porter and Edward Lawler developed a comprehensive process theory

motivation, including elements of expectancy theory and equity theory. In their

model shown in Fig. 4, there are five variables: effort expended,

perception, results obtained, reward, degree of satisfaction.

According to the Porter-Lawler model, the results achieved depend on

the efforts made by the employee, his abilities and characteristics,

as well as their awareness of their role. The level of effort applied will be

determined by the value of the reward and the degree of confidence that

this level of effort will indeed entail quite a certain

remuneration level. Moreover, the Porter-Lawler theory establishes

the relationship between reward and results, i.e. person satisfies

their needs through rewards for achieved results.

Figure 4. Porter-Lawler model

To better understand how Porter and Lawler explained the mechanism of motivation,

Let us analyze their model element by element sequentially. The figures given in

text in brackets, taken from Fig. 4. According to the Porter-Lawler model

the results achieved by an employee depend on three variables: spent

efforts (3), abilities and characteristics of a person (4), as well as from

awareness of his role in the labor process (5). The level of effort expended in

in turn depends on the value of the reward (1) and how much the person

believes in the existence of a strong connection between the expenditure of effort and the possible

reward (2). Achieving the required level of performance (6) can

lead to internal rewards (7a), such as a feeling of satisfaction from

completed work, a sense of competence and self-esteem, as well as external

rewards (7b), such as praise from the manager, bonus, promotion

The dotted line between performance and extrinsic reward means

that there may be a relationship between the performance of any employee and

the rewards given to him. The point is that these rewards reflect

remuneration opportunities determined by the manager for a given employee

and the organization as a whole. The dotted line between performance and

reward, perceived as fair (8), is used to

to show that according to the theory of justice, people have

own assessment of the degree of fairness of the reward given for those

or other results. Satisfaction (9) is the result of external and internal

rewards taking into account their fairness (8). Satisfaction is

a measure of how valuable a reward actually is (1). This assessment

will influence a person's perception of future situations.

Applicability of the Porter-Lawler model

in management practice

One of the most important conclusions of Porter and Lawler is that

productive work leads to satisfaction. This is exactly the opposite of

What do most managers think about this? They are under the influence

early theories of human relationships, which believed that satisfaction leads to

achieving high results in work or, in other words, more

satisfied workers work better. Porter and Lawler, on the contrary, believe that

a sense of accomplishment leads to satisfaction and appears to promote

improving performance.

Research supports Porter and Lawler's view that high

performance is a cause of complete satisfaction, not a consequence

his. Ultimately, the Porter-Lawler model made a major contribution to understanding

motivation. She showed that motivation is not a simple element in the chain

cause-and-effect relationships. This model also shows how important

combine such concepts as efforts, abilities, results, rewards,

satisfaction and perception within a single interconnected system.

The article presented to your attention is devoted to one of the most popular theories of motivation today – the Porter-Lawler theory of motivation. But first, it is worth recalling that theories of motivation are generally accepted theories through which one can strengthen the motivation of people in everyday life and at work. it is also called an incentive to take some action. And theories of motivation precisely serve as the scientific foundation of motivation. All such theories are divided into two types - substantive theories and procedural theories. Porter-Lawler's theory of motivation falls into the category of process theories. Let's begin to consider it.

The Porter-Lawler theory of motivation was first introduced in 1968 by two researchers, Lyman Porter and Edward Lawler. This theory is complex, i.e. includes elements of two other theories - equity theory and expectancy theory.

The essence of the theory

In the Porter-Lawler model of motivation theory, there are five main variables, which include a person's effort, his perceptions, his results, rewards and satisfaction.

The degree of effort exerted is determined by the value of the reward that a person will receive and his level of confidence that the quality and quantity of that effort will actually result in the expected specific level of reward. Thus, the model shows a close relationship between results and reward. In other words, a person can satisfy his needs through the reward he receives for the results he has achieved. It should also be noted that achieving the required level of performance may entail certain internal rewards, which may include self-confidence, one’s strengths and one’s competence in a particular area, self-esteem, a sense of satisfaction from completed tasks; and extrinsic rewards such as career advancement, salary increases, bonuses, or approval from superiors.

The achieved results, in turn, depend on three other variables - the effort expended by a person, the characteristics of his personality and abilities, as well as his awareness of his role in the labor process. In addition, the performance of a particular person may be related to the reward he receives. After all, remuneration is often a reflection of the opportunities that are assigned to a person, for example, by a leader or an entire organization in general.

Based on the provisions of the theory of justice, it can also be seen that any person can have his own assessment of the fairness of the reward he received for achieving certain results. Satisfaction here is the result of internal and external rewards, taking into account their fairness, and also represents an indicator of how much value the reward received by a person has for himself. And it is this assessment that in the future will influence a person’s perception of certain situations.

conclusions

One of the most significant conclusions of the Porter-Lawler theory of motivation is that productive work leads to satisfaction. And this conclusion can be safely put in contrast to the opinion that many managers, and indeed people in general, hold on this issue. After all, earlier theories of human relations say that achieving high results at work is due to satisfaction, i.e. The more satisfied a person is, the more effective and efficient he works. And Porter and Lawler concluded that the feeling of accomplishment leads to satisfaction, which also increases productivity.

Subsequently, numerous studies have confirmed the position of Lyman Porter and Edward Lawler, because showed that the cause, not the consequence, of greatest satisfaction is high performance. The result was that the Porter-Lawler theory made the most significant contribution to the understanding of motivation in general. The theory showed that motivation is not just an element in the chain of cause-and-effect relationships, but also an indicator of the importance of combining such interdependent concepts as satisfaction, reward, results, abilities, efforts and perception into a system of a unified theory of motivation.

It was also possible to establish that if, for example, enterprises have appropriate conditions, then increasing workers’ wages can lead to a significant increase in labor productivity. Such conditions include, firstly, the fact that the employees of this enterprise must attach great importance to their wages; and secondly, that workers must have faith in the existence of a specific relationship between their productivity and wages, and that their increase in productivity will inevitably and guaranteed lead to increases in their pay.

From this it becomes obvious that employees of the organization must see the connection between the payment for their work and the results that they achieve in the course of their work activities. However, other studies conducted at enterprises and organizations have clearly shown that, despite the commitment of the vast majority of managers to pay based on final results, the real state of affairs is such that they compensate for the efforts expended by employees based on their length of service and the time they spend in the workplace , but not at all from the characteristics of the results they achieved.

To establish the relationship between the wages of workers and the results they achieve in the process of work, Edward Lawler proposed the following explanation: the wages of each individual employee can consist of three separate components:

• The first part of the salary must be paid for employees performing their direct job duties. All employees performing similar duties in a given organization should receive the same financial remuneration for this;
• The second part of the salary should be determined by length of service and cost of living factors. This portion is received by all employees of the organization, but its size should be automatically adjusted;
• The third part of the salary should vary for each individual employee, and its size should be determined by the results that he achieved in the previous payment period. Thus, an ineffective employee will very soon come to the understanding that the presented part of his salary is at a minimum level, and an effective employee will see that it can be approximately equal to the first two parts combined. The third part cannot increase automatically, but it can change from period to period, depending on the results that the employee achieved in the previous period.

The salary can be increased only due to changes in the scale of responsibility assigned to the employee and due to the length of his work and the increase in the cost of living. That part of the salary that is earned by the employee himself can change very sharply and quite noticeably, therefore, if the employee’s performance decreases, then the amount of his salary will also become less, because its variable (third) part will become smaller, according to the effectiveness.

The essence of the presented system is that the employee’s salary is made dependent on the results achieved by him in the period preceding the payment. It follows that significant changes in wages can only be achieved by increasing productivity. So it turns out that productive work leads to satisfaction, and not vice versa.

It is easy to see that the Porter-Lawler theory of motivation has very serious foundations, and the work of an increasing number of today's organizations, firms and enterprises is built on its principles.

There are four variables in the Porter-Lawler model:

• effort expended;
• perception;
• results;
• degree of satisfaction.

This model shows that the achieved result depends on the efforts made by the employee, his characteristics and abilities, plus his awareness of his role. The level of effort put in by an employee should be determined by the measure of reward values, as well as the degree of confidence that this justified measure of reward will be fully consistent with the level of effort put in.
Also, in the Porter-Lawler theory, a relationship is established between the result obtained and the corresponding reward, that is, a person satisfies his current needs through the reward received for the results achieved.
Achieving the required level of performance may entail both internal rewards - such as a sense of satisfaction from the work done, a sense of self-esteem and competence and external rewards - such as promotions, bonuses or praise from a manager.
We can conclude that productive work is the cause of satisfaction and vice versa.

The Importance of Process Theory of Motivation

Lyman Porter and Edward Lawler's model demonstrates the necessity and importance for motivation of integrating multiple factors that influence human behavior. These factors are:
- internal abilities,
- labor effort,
- the result obtained,
- reward for results,
- job satisfaction,
- expectations, perceptions, working conditions,
- views and values.
The results that an employee achieves, in turn, depend on three variables:

Effort expended;
- A person’s abilities, values ​​and attitudes;
- Factors of the environment in which he works.
In turn, the level of effort expended depends on how valuable the reward is. Rewards can be internal and external. The employee evaluates their fairness. If, in his opinion, they are fair, then they naturally lead to satisfaction, which will influence the person’s (employee’s) perception of future situations.

Application of process theory of motivation

Regarding the application of the Porter-Lawler model in management practice, it is worth noting that one of the most important conclusions of these scientists is that productive work leads to satisfaction.
In practice, a large number of managers hold exactly the opposite opinion, since they are influenced by early theories of human relations. Such theories believe that it is satisfaction that leads to achieving good results at work. In other words: workers who are satisfied with the results they receive will work better.
As you can see, Lawler and Porter presented a theory that is completely opposite to this statement.
Conducted research in the world of work confirms that Porter and Lawler are right. Their model has certainly made a huge contribution to the understanding of motivation. She clearly demonstrated that motivation is a non-random element in cause-and-effect relationships.
Among other things, this model shows how important and necessary it is to combine concepts such as ability, effort, results, satisfaction, reward and perception within one interconnected system.

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