Porter and Lawler's Expectancy Model

Have you ever wondered why people work hard or sometimes seem unmotivated at their jobs? Understanding what motivates people has been a big question for businesses and managers for a long time. One important theory that helps explain this is the Porter and Lawler Expectancy Model. This model provides a more detailed look at what makes people perform well at work. It’s an extension of the simpler expectancy theory, and it tries to explain how different factors work together to impact a person’s performance and satisfaction. In this article, we will explore what the Porter and Lawler Expectancy Model is and look at Lawler's criticisms of the original expectancy theory.

What is the Porter and Lawler Expectancy Model?

The Porter and Lawler Expectancy Model was developed by Lyman W. Porter and Edward E. Lawler in the 1960s. It is an extension of the basic Expectancy Theory of motivation, which suggests that people are motivated to act in certain ways if they expect that their actions will lead to desired outcomes.

The Three Key Components

The Porter and Lawler model is more complex than the original expectancy theory. It includes three main components that influence motivation and performance:

1. Effort-Performance Relationship: This part is about how hard a person works. It considers whether the person believes their effort will lead to good performance. If people think working harder will improve their performance, they are more likely to put in the effort. For example, if a student believes that studying harder will result in better grades, they are more likely to spend extra time studying.
2. Performance-Reward Relationship: This component looks at whether people believe that performing well will lead to rewards. If people think that achieving certain performance levels will earn them rewards like bonuses or promotions, they are likely to work towards those goals. For instance, if an employee knows they will receive a bonus for meeting sales targets, they are likely to work harder to achieve those targets.
3. Rewards-Satisfaction Relationship: This focuses on how satisfying the rewards are. It considers whether the rewards are desirable or valuable enough to meet personal needs. If the rewards satisfy a person's needs, they are likely to feel satisfied and continue working hard. For example, if an employee values time off more than a monetary bonus, offering extra vacation days might be a more effective reward for them.

How the Model Works

In the Porter and Lawler model, all three components interact with each other.

• Effort is influenced by how much a person values the reward and whether they believe the reward is achievable.
• Performance is not just about effort but also depends on a person’s abilities and traits.
• Satisfaction is derived from the perceived fairness of the reward compared to the effort put in and the performance achieved.

This model emphasizes that performance is not just a result of effort but a combination of effort, skills, abilities, and role clarity. It also highlights that satisfaction is a key outcome of motivation, not the sole cause of it.

Criticisms of Expectancy Theory by Lawler

Edward Lawler, along with others, has criticized the original Expectancy Theory for being too simplistic. Let's explore some of these criticisms:

1. Over-Simplification

One of the main criticisms is that the original expectancy theory is too straightforward. It assumes that people make rational decisions all the time. In reality, human behavior is often complex and influenced by emotions and external factors. The basic model does not account for these complexities.

2. Lack of Consideration for Individual Differences

The basic expectancy theory doesn’t consider personal differences among individuals. People have different values, experiences, and perceptions, which affect their motivation. For example, two employees may value different things in a job. One may prioritize career advancement, while the other may value work-life balance more.

3. Ignoring the Impact of Job Satisfaction

Lawler also pointed out that the original expectancy theory doesn’t focus enough on job satisfaction. Satisfaction can impact future performance and motivation. If employees feel their efforts are not rewarded fairly, their satisfaction will decrease, affecting their future performance.

4. Failure to Address the Influence of Organizational Context

The original theory doesn’t take into account the organizational environment. Factors like company culture, management style, and team dynamics can impact motivation. These elements can either enhance or hinder a person’s motivation and performance.

Why Porter and Lawler's Model is Important

The Porter and Lawler Expectancy Model addresses these criticisms by providing a more detailed view of motivation. It incorporates factors such as individual differences, job satisfaction, and organizational context. This makes it more applicable in real-world scenarios where motivation is not just a straightforward equation.

By understanding this model, managers and leaders can better design motivation strategies. They can ensure that employees are not only working hard but are also satisfied with their jobs. This can lead to higher productivity, better performance, and improved employee retention.

Conclusion

The Porter and Lawler Expectancy Model provides valuable insights into the complex nature of human motivation. It builds on the basic expectancy theory and addresses its limitations by including additional factors that influence motivation and performance. By recognizing the importance of effort, performance, rewards, and satisfaction, organizations can create environments that motivate employees effectively. Understanding Lawler’s criticisms of the basic expectancy theory further emphasizes the need for a comprehensive approach to motivation that considers individual differences and organizational context. In today’s competitive world, applying these insights can make a significant difference in achieving both personal and organizational success.