Human Motivation And Workers Productivity
[A CASE STUDY OF BETA GLASS PLC UGHELLI, DELTA STATE, NIGERIA]

THE PORTER AND LAWLER EXPECTANCY MODEL
Vroom expectancy / Valency model has been developed by Porter and Lawler. They addresses issues of motivational force and performance, that “effort expended (motivational force) does not lead directly to performance”. They consider traits, ability, person’s roles, perception and rewards as an intervening variables. They see motivation, satisfaction and performance as separate variables and job satisfaction is more dependent on performance.
EXPLANATION OF RELATIONSHIP
The relationship is diagrammatically explained. They opined that satisfaction is an effect rather than a cause of performance. That performance lead to job satisfaction.

    Values of rewards [Box 1] Is similar to valence in Vroom model.
People desire various outcome [reward] which they hope to achieve from work. The value placed on a reward depend on the strength of desirability.
    Perceive effort –reward probability (Box 2) Is similar to expectancy it refers to a person expectation that certain outcomes [rewards] are independent upon a given amount of effort
    Efforts – [Box 3] Is how hard the person tries the amount of energy a person exerts on a given activity. The amount of energy exerted is dependent upon the interaction of the input variables of values of rewards, and perception of effort reward relationship.
    Ability and Traits [Box 4] Porter and Lawler suggest that effort does not lead directly to performance but is influenced by individual characteristics. Factors such as intelligent, skills, knowledge, training and personality affect the ability to perform a given activity
    Roles perceptions [Box 5] Refer to the way in which individual view their work and the role they should adopt. This influence the type of effort exerted. Role perception will influence the direction and level of action which is believe to be necessary for effective performance
    Performance [Box 6] Depends not only on the amount of effort exerted but also on the intervening influence of the person’s ability and traits, and their role perception. If the person lack the right ability or personality or has an inaccurate role perception of what is require, then the exertion of a large amount of energy may still result in a low level of performance or task accomplishment.
    Rewards [Boxes 7a& 7b] Are desirable outcomes. Intrinsic rewards derive from individual themselves and include a sense of achievement, a feeling of responsibility and recognition [e.g Hertzberg motivators]. Extrinsic rewards derive from the organization and the actions of others and include salary, working condition and supervision [e g Hertzberg hygiene factors]. The relationship between performance and intrinsic reward is represented as a jagged line. This is because the extent of the relationship depends upon the nature of the job. If the design of the job permit variety and challenge so that people feel able to reward themselves for good performance, there is a direct relationship.
Where job design does not involve varieties and challenges, there is no direct relationship between good performance and intrinsic reward. The wary line between performance and extrinsic reward indicates that such reward does not often provide the direct link to performance.
    Perceive equitable reward [Box x8] This is the level of reward people feel they should fairly receive for a given standard of performance. Most people have an implicit perception about the level of what they should receive commensurate with the requirement and demand of the job and the contribution accepted of them. Self rating of performance links directly with the perceive equitable reward variables. Higher level of self rated performance are associated with higher level of expected equitable reward. The heavily arrow line indicate a relationship from the self rated performance to perceive equitable reward.
    Satisfaction [Box 9] This is the same as motivation, it is an attitude, an individual internal state. Satisfaction is determined by both actual rewards received and perceived level reward of an organization for a given standard of performance. If perceive equitable reward are greater than actual reward received, the person experiences dissatisfaction. The experience of satisfaction derive from actual rewards which meet or exceeds the perceive equitable reward.