The Porter-Lawler

Model
Porter and Lawler

Self- Efficacy
Theory
Albert Bandura

Equity Theory
John Stacey Adams

OTHER
MOTIVATIONAL
THEORIES

Control Theory
Carver and Schcier

The Porter-Lawler Model

Porter and Lawler

Porter and Lawler used Victor Vrooms expectancy theory as a

foundation to develop their expectancy model. Similar to Vrooms
theory, Porter and Lawler concluded that an individuals motivation
to complete a task is affected by the reward they expect to receive
for completing the task. However Porter and Lawler introduced
additional aspects to the expectancy theory.

The Porter-Lawler Model

Porter and Lawler

The
model
predicts
that
satisfaction is determined by
the
perceived
equity
of
intrinsic
and
extrinsic
rewards
for
high-level
performance.

Equity Theory
John Stacey Adams

1963 John Stacey Adams

Idea that fairness
and equity are key
components of a
motivated individual
The higher an
individual's perception
of equity, the more
motivated they will be
If someone perceives
an unfair environment,
they will be
demotivated

Equity Theory
John Stacey Adams

Concept that people derivejob

satisfaction andmotivationby comparing
their efforts (inputs) andincome
(outputs) with those of the other people
in the same or other firms.

Effort, loyalty, hard

What a worker Inputs
work, skill, ability,
contributes to a
determination, etc.
job

Outputs
What the worker
gets from a job

Salary, bonus,
recognition,
reputation, job
security, etc.

Individuals develop their perception of fairness by

calculating a ratio of their inputs and outcomes and then
comparing this to the ratio of others.
Adams
An individual may not perceive he is being treated fairly
when he works 40 hours per week and receives P1000 in
pay, while his co-worker works 30 hours per week and
receives P1500 in pay.
If the comparative ratios are perceived by the individual to
be unequal, then inequity exists.
Inequity exists when there is a perceived difference in the
ratios of inputs and outcomes.
Underpayment inequity and overpayment inequity
As the difference in inequity increases, the tension and
distress felt by an individual will increase.
Smaller differences of inequity are more tolerable than
significant differences of inequity.
The greater tension an individual feels due to perceived
inequity, the harder they will work to decrease their tension
and increase perceived levels of equity
Examples include decreasing productivity at work, finding
a new job, asking for a wage increase, or attempting to
justify changes in their perceptions of inputs or outcomes

Equity Theory
John Stacey

Equity

Equality

Individual outcomes
or rewards will be in
proportion to
individual inputs
and efforts.

Rewards are equally

given out to all
participants despite
individual inputs.

SelfEfficacy
Theory
According
to Albert
Bandura,

Albert
Bandura
self-efficacy is the belief in
ones
and

capabilities
execute

action

to

the

required

organize

courses
to

in

his

manage

plans into action is not that simple.

Bandura found that an individuals self-

or

her

ability to succeed in a particular

situation.

Bandura

described

these beliefs as determinants of

how people think, behave, and
feel.

change, and to achieve. However, most

people also realize that putting these

In other words, self-efficacy is a

belief

accomplish, things they would like to

of

prospective situations.

persons

People can identify goals they want to

efficacy plays a major role in how goals,

Beliefs
of Self-efficacy
begins
to form in
tasks, and
challenges are
approached.
early childhood as children deal with a
wide variety of experiences, tasks, and
situations. However, the growth of selfefficacy does not end during youth, but
continues to evolve throughout life as
people acquire new skills, experiences,

Self- Efficacy Theory

Albert Bandura

PEOPLE WITH A STRONG SENSE OF

PEOPLE WITH A WEAK SENSE OF SELF

SELF-EFFICACY:

EFFICACY:

View

challenging

problems

as

tasks to be mastered.

Develop

deeper

interest

in

Form

stronger

sense

activities.
Recover quickly from setbacks and
disappointments

Believe

that

difficult

tasks

and

situations are beyond their capabilities.

of

commitment to their interests and

Avoid challenging tasks.

the

activities in which they participate.

Focus on personal failings and negative

outcomes.

Quickly
abilities.

lose

confidence

in

personal

Self- Efficacy Theory

Performing

task

successfully

strengthens our sense of self-efficacy.

Albert Bandura

However, failing to adequately deal with a

task or challenge can undermine and

FOUR MAJOR SOURCES OF SELFEFFICACY.

1. Mastery Experiences

weaken self-efficacy.
2. Social Modeling

2. Social Modeling

other

people

successfully

completing a task is another important

source of self-efficacy.

3. Social Persuasion
4. Psychological Responses

Witnessing

Seeing people similar to oneself succeed

by

sustained

beliefs

that

effort
they

raises
too

observers'

possess

the

capabilities master comparable activities

to succeed

reactions to situations also play an

Self- Efficacy Theory

Albert Bandura

important role in self-efficacy.

Moods,
reactions,

emotional
and

states,

stress

physical

levels

can

all

3. Social Persuasion

impact how a person feels about their

Bandura also asserted that people

personal

to succeed.
Consider a time when someone said
something positive and encouraging
that helped you achieve a goal.
Getting verbal encouragement from
others helps people overcome selfdoubt and instead focus on giving
their best effort to the task at hand.

in

particular

becomes

extremely

situation.

could be influenced to belief that

they have the skills and capabilities

abilities

person

who

nervous before speaking in public may

develop a weak sense of self-efficacy in
these situations.

Self- Efficacy Theory

Albert Bandura
MOTIVATIONAL PROCESSES

Self-beliefs of efficacy play a key role in the selfregulation of motivation. Most human motivation is
cognitively generated. People motivate themselves and
guide their actions anticipatorily by the exercise of
forethought. They form beliefs about what they can do.
They anticipate likely outcomes of prospective actions.
They set goals for themselves and plan courses of action
designed to realize valued futures.