The need-drive-goal cycle represents a type of process approach to motivation. Cognitive dimensions are present in the goal in the motivation cycle. Cognitive elements have played a central role in certain theories of motivation. The cognitive approach emphasizes our ability to make conscious, rational decisions and have perceptions concerning things like input/ output ratios and the value and probability of attaining future outcomes. Cognitive process theories recognize the complex nature of organizational behavior. Two of the most recently popular process theories with a cognitive perspective are the equity and expectancy theories of motivation.

Equity theory states that the motivation of a person to act is based on the comparison of his or her inputs/ outcomes ratio with the same ratio of a relevant other. In other words, there is an exchange relationship between the person and the other. The perceived inputs into the ratio would include variables such as age, sex, education, social status, organizational position, and effort. Perceived outcomes in an organizational setting would be primarily rewards such as pay, status, and promotion. If a person’s perceived ratio is not equal to that of the other, then an inequity exists and the person will strive to restore the ratio to equity. When an individual is faced with an inequity, the person may alter the inputs or outcomes, distort the inputs or outcomes cognitively, leave the field, act on the other, or change the other.

Research to date on equity theory has had fairly positive results. One extensive review of the research literature concluded that:

1 The theory offers a relatively simple model to explain and to predict individual feelings about various organizational rewards.

2 The model should be relevant for organizational decision maker involved in determining appropriate levels of rewards.

3 The model can provide insights into the important area of reward interchangeability.

4 The theory can help identify individual or structural factors which evoke competing decision rules in organizations and the consequences of the rules.

The contributions equity theory could make to more effective human-resource management point out the value of studying the newer motivational approaches. The theory – practice gap can and must be bridged in the future to meet some of the critical human problems facing today’s managers.

The expectancy concept is the probability that a particular effort will lead to a particular first-level outcome. It is different from instrumentality, which relates first-and second-level outcomes.

The expectancy approach as outlined above has developed into a sophisticated process theory of motivation. There is a fairly substantial amount of supporting research for the theory. Expectancy theory has been applied to field settings and seems to be making important advances in the prediction of satisfaction and organizational behavior.

Expectancy theory has been applied to field settings and seems to be making important advances in the prediction of satisfaction and organizational behavior.

Two points must be emphasized to clear up the misunderstanding surrounding these typical interpretations of motivated organizational behavior. First of all, it should be recognized that people are motivated all of the time. The worker who is loafing or goofing off is exhibiting motivated behavior. Secondly, and of more importance, is the fact that motivation can only be inferred from observable behaviors. No one can actually see motivation. For example, one may observe a friend going into a local restaurant and conclude that he is motivated by hunger. In reality, he may be going into the restaurant for a rendezvous or to socialize with a group of buddies (his need to affiliate), or to be seen by the right people (for the sake of status), or for any number of reasons. The point is that motivation is an internal, unobservable explanation of behavior. Motivation should not be equated with the behavior.

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Category: Business
Keywords: Business,investing,company,organizing,organization,administrator,manager,leader,Motivation,Attitude