Understanding Motivation Theories and Team Development Stages

Expectancy Theory:

Expectancy Theory: is the idea that people's actions are driven by expected consequences. Behavior based on Vroom’s theory results from conscious choices to maximize pleasure and minimize pain. 1 Effort = Performance Relationship = Expectancy (Resources, Training or Supervision) 2 Performance = Outcome Relationship = Instrumentality (Promise must be fulfilled) 3 Outcome = Personal Goals Relationship = Valence (Money, Promotion, Benefits)

Equity Theory:

Equity Theory: is the idea that individuals are motivated by fairness. Negative and Positive Inequity feelings revolve around a person’s perception of rewards and inputs. People compare themselves with others on a similar level. Negative inequity is perceived if a comparison person enjoys greater outcomes for the same inputs.

How to Reduce Inequity:

• Increase inputs (work harder, be educated)
• Decrease inputs (don’t work as hard, take long breaks)
• Attempt to increase outcomes (ask for raise, promotion)
• Decrease outcomes (ask for less pay)
• Leave the field (absenteeism and turnover)
• Psychologically distort inputs and outcomes (convince that certain inputs are not important and have a boring job)
• Change comparison other (new comparison person or compare self to previous job)

Goal:

Goal: what an individual is trying to accomplish, the object of aim of an action. Goal Difficulty: reflects the effort required to meet a goal. Goal Commitment: Degree to which a person is determined in achieving a desired (or required) goal.

Stress:

Stress: adaptive response, mediated by individual characteristics or psychological processes, that is a consequence of any external action, situation, or event that places special physical or psychological demands upon a person. Eustress: stress that is positive or produces a positive outcome.

Individual, Group, Org, Extra-Org:

Individual: associated with a person’s work responsibilities (interrupted work, lack of control, job security). Group: group dynamics and managerial behavior (no support, lack of concern, inadequate direction). Org: affects a large number of employees due to conflict, stereotypes, and organizational culture (technology). Extra-Org: factors outside the organization (interruptions of life and balancing it).

Team Development Stages:

Forming: most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead. Storming: conflict between team members' natural working styles may cause frustration. Norming: people start to resolve differences, appreciate colleagues' strengths, and respect your authority as a leader. Performing: hard work leads to the achievement of the team's goal without friction. Adjourning: work is done, time to move on to other things. Team members may find this stage difficult, particularly if their future now looks uncertain.