Individual Performance Theory

Individual performance is a core concept within work and organizational psychology. The process theories of motivation which are used at work consist of equity theory, expectancy theory, the Porter-Lawler Model and goal-setting theory. John Stacey Adams, a workplace and behavioral psychologist, proposed Equity Theory on job motivation in 1965. His theory suggested that workers are motivated by the desire to be treated equitably or fairly. For example if employees feel they are receiving fair treatment, their motivation level will be maintain and an increase in performance maybe expected but if they feel there is unequal treatment their motivation level will decrease eventually. There are two important key terms that are used with the equity

An individual will form a ratio of their inputs and outcomes and compare it to another. For example, Rebeca was appointed for a project and had to work extra hours, but her colleague Eliza was not appointed to do any extra work however both received the same amount of salary. At this time Rebeca would compare her inputs (working late hours to do the project) to Eliza’s inputs (not having to do anything extra) and then comparing their outcomes (same salary pay). This will create inequity and finally going to cause Rebeca not to be motivated because she is feeling taken for granted. If both Rebeca and Eliza were putting equal weight, both working extra hours to do the project, there would be no comparison of others, or

Vroom put forward expectancy theory of job motivation in 1964. Vroom's expectancy theory conclude that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom suggested that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities. Like equity theory, expectancy theory deals on outcomes link with the job. It is not only about salary but also about other positive and negative factors. For example, positive outcomes such as bonus, recognition, job satisfaction and negative outcomes such as rebukes, sacking and demotions. He uses the variables such as Expectancy, Instrumentality and Valence to explain his