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EXERCISES
1. Many managers assume that if an employee is not performing well,
the reason must be lack of motivation. What is the problem with this
assumption?

2. Review Maslow’s hierarchy of needs. Do you agree with the
particular ranking of employee needs?
3. Review the hygiene and motivators in the two-factor theory. Are
there any hygiene factors that you would consider to be motivators and vice
versa?
4. A friend of yours is competitive, requires frequent and immediate
feedback, and enjoys accomplishing things. She has recently been promoted to
a managerial position and seeks your advice. What would you tell her?
5. Which motivation theory have you found to be most useful in
explaining why people behave in a certain way? Why?

14.2 Process-Based Theories
LEARNING OBJECTIVES
1. Explain how employees evaluate the fairness of reward distributions.
2. List the three questions individuals consider when deciding whether
to put forth effort at work.
3. Describe how managers can use learning and reinforcement
principles to motivate employees.
4. Learn the role that job design plays in motivating employees.
5. Describe why goal setting motivates employees.
In contrast to the need-based theories we have covered so far, process-based
theories view motivation as a rational process. Individuals analyze their environment,
develop reactions and feelings, and react in certain ways. Under this category, we
will review equity theory, expectancy theory, and reinforcement theory. We will also
discuss the concepts of job design and goal setting as motivational strategies.
Equity Theory
Imagine that your friend Marie is paid $10 an hour working as an office
assistant. She has held this job for six months. She is very good at what she does, she
comes up with creative ways to make things easier in the workplace, and she is a
good colleague who is willing to help others. She stays late when necessary and is
flexible if asked to rearrange her priorities or her work hours. Now imagine that
Marie finds out her manager is hiring another employee, Spencer, who is going to
work with her, who will hold the same job title and will perform the same type of
tasks. Spencer has more advanced computer skills, but it is unclear whether these will
be used on the job. The starting pay for Spencer will be $14 an hour. How would
Marie feel? Would she be as motivated as before, going above and beyond her
duties?
If your reaction to this scenario was along the lines of “Marie would think it’s
[1]
unfair,” your feelings may be explained using equity theory. According to this
theory, individuals are motivated by a sense of fairness in their interactions.
Moreover, our sense of fairness is a result of the social comparisons we make.

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