1 / 8

The Porter-Lawler Model

The Porter-Lawler Model. Introduction.

tahlia
Download Presentation

The Porter-Lawler Model

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Porter-Lawler Model P-L Model

  2. Introduction • This is a Process motivation model, meaning that it is primarily aimed at explaining what gives behavior consistency over time—what is necessary, for example, to keep motivation at a continuing high level. While the model includes rewards (as it must), note that it does not tell us what combination (or type) of reward is more or less powerful. P-L Model

  3. Value attached To reward Effort Estimated probability Effort will lead To rewards We begin with effort; i.e., assume that you are newly in a job and working hard. Presumably, this is because you place high value on the rewards that you expect to receive in the future for that effort. However, expectations are not always realized, and you may conclude, based on experience, that there is some chance you may not actually receive the rewards promised to you. Hence, you must highly value the rewards that You anticipate receiving, based on what the organization has promised, and also believe and trust that these rewards will actually come to you, if your effort level is to remain at a high level. P-L Model

  4. Effort Performance Of course, that effort translates into some level of performance. Are they they same thing? No. Performance is evaluated effort, effort that is assigned some value by others in the hierarchy. Thus, in a behavioral sense, performance can be said to be only partly under the control of the individual. P-L Model

  5. Skills and Abilities Effort Performance Know where to put effort Of course, that part of performance that is under the individual’s control , the effort expended, does not always translate into performance. A lack of skills can mean high effort leads only to mediocre performance, as can not being certain what specific activities or duties are most critical or important in adding value P-L Model

  6. skills Intrinsic rewards EffortPerformance Extrinsic rewards Where to put effort Once performance level is known, the individual receives some combination of extrinsic and intrinsic rewards. This combination is usually outside the individual’s immediate control, since it is determined by managerial and organizational practice. P-L Model

  7. Rewards perceived As equitable SAT EFFORT PERFORMANCE REWARDS After the individual receives the rewards that come from effort, he/she will of course have some affective response. Were the rewards satisfactory? Am I happy with them? Presumably , if my effort is high, and the rewards seem commensurate with my hopes and expectations, and are judged by me to be equitable in comparison with significant others, then I will continue to put forth high effort. P-L Model

  8. The full model Judged equitable rewards Value attached To reward Abilities And Traits Intrinsic rewards EFFORT Performance Satisfaction Extrinsic rewards Accuracy in deciding where To put effort Probability that effort leads to reward P-L Model

More Related