The Porter-Lawler theory is called the theory of justice and truth, or the complex Porter-Lawler motivation model. This model will help the employee understand that his work results directly depend on his abilities. It is also important that the employee understands their high value to the company. Lawler believed that the amount of effort an employee makes is directly proportional to the value of the remuneration. Therefore, only work that yields results can be a reason for satisfaction.
Concept of motivation
What is it? Definition implies a certain way of inducing a specific action. The Porter-Lawler model refers to theories of motivation. These are generally accepted theories, thanks to which you can increase the motivation of people at work and in everyday life. The scientific foundation is Lawler's theory.
All theories of motivation are divided into procedural and substantive. In turn, the Porter-Lawler motivation model is referred to procedural theories. It determines the relationship between employee productivity and the remuneration system and other incentives.
Porter-Lawler Motivation Theory Model
This theory was first introduced in 1968. Its creators were researchers Lyman Porter and Edward Lawler. The theory was based on two others (the theory of expectations and the theory of justice), therefore it was considered complex.
The essence of the theory
The motivation model of L. Porter, E. Lawler was created to determine the relationship between the motivation received by employees through regular incentives and rewards, and labor productivity and staff satisfaction. The model assumes that the employee will be satisfied only if he, having done a good job, receives a reward that will meet his expectations or will exceed them.
Decoding scheme
For a better understanding, we will analyze each of the elements of the circuit separately:
1. The value of remuneration. The significance of the expected incentive for the work done for the employee.
2. The probability of reward. Understanding by the employee of the opportunity to receive the expected promotion.
3. Efforts. These are the qualities that the employee tries to show during the execution of the assigned task (efforts, involvement in the process, intensity and so on). Effort depends on the likelihood and value of reward.
4. The role of the employee. The complexity and type of task that is given to the employee, and his understanding of how and with what help to fulfill it.
5. Abilities of the employee. A good result directly depends on the personal qualities of the employee, as well as the possession of the skills necessary to complete the work.
6. The actual result of the work. The outcome of the task assigned to the employee, quality and speed.
7A. Internal reward. It is an encouragement of the non-material plan (a sense of its significance and value for the company, self-esteem, satisfaction from the work done and the result obtained, a sense of accomplishment, self-confidence).
7B. External reward. It is a promotion of the material plan (salary and promotion, bonus).
8. Expected reward. The employee assesses the quality of the work performed by him and in accordance with this, an idea is formed about the deserved (expected) level of intangible and material incentives.
9. Satisfaction. Positive emotions experienced by an employee due to a coincidence of opinion with management regarding the quality of work performed.
Porter-Lawler Motivation Model Schema Analysis
Based on the scheme, we can conclude that in the case when the employee does not have the necessary skills to do the job, even a high level of motivation will not be enough to get satisfaction. This is logical and without a scheme, because no matter how high the motivation may be, if an employee does not understand how and with what to perform the task, then productivity will suffer.
Of great importance is the employee’s personal presentation (his assessment) of the work done, because the higher it is, the higher the expected level of encouragement. If the employee’s assessment is too high, then most likely this will lead to the fact that he will receive a remuneration less than he expected, which, in turn, will cause dissatisfaction with the work.
The Porter-Lawler motivation model is based on the analysis of the circuit shown in the figure above. It shows that employee satisfaction is most affected by employee productivity. From this it follows that only with the help of the correct system of remuneration, control over the performance of work and the correct formulation of the problem can motivation of staff be controlled.
Performance versus reward
Thus, the Porter-Lawler motivation model suggests that company leaders must ensure that remuneration is also different depending on productivity. This state of affairs will make it clear to employees that if they work more productively, they will receive more privileges and incentives. With an increase in efforts, remuneration should also increase, otherwise employees will not be interested in more productive work, which will reduce the company's productivity.
That is why hardworking workers who are serious about work and are interested in the timely completion of tasks receive more reward than those people who do not try to do their job efficiently and in good faith.
However, few enterprises use this Porter-Lawler motivation model. Most often, the manager sets a specific salary, which employee productivity does not affect. The problem of applying this motivation model is that tracking the quality of work of individual employees is quite problematic.
Conclusion about the Porter-Lawler model
The main idea of ​​the theory considered is that only work on the result can lead to complete satisfaction. Many managers are ready to challenge this statement, because most of them believe that achieving high results in the tasks assigned is due to satisfaction, that is, the more satisfied the person, the better the result of his work. However, the Porter-Lawler motivation model suggests the opposite. She claims that the very feeling of a job successfully done is satisfying.
Subsequently, a lot of research was conducted that confirmed the position of Porter-Lawler. They showed that high performance is the cause, not the result of satisfaction. Thus, the Porter-Lawler theory corrected the very understanding of the word “motivation”. She showed that this is not just one of the elements of causal relationships, but also part of the relationship in the theory of motivation between concepts such as satisfaction, reward, perception, ability, effort, results.
Also, experiments were conducted that showed that with an increase in wages, labor productivity in the enterprise also increases. However, this works under certain conditions:
- the staff attaches due importance to the salary received;
- employees see the relationship between labor productivity and pay;
- workers are confident that an increase in productivity will entail an increase in their wages.
Application of the Porter-Lawler theory
In order to increase the productivity of employees with an increase in wages, it is necessary that they see a clear relationship between them. But the Porter-Lawler motivation model in the practical aspect of its application is different from the theoretical. Studies at various enterprises have shown that although managers prefer to pay employees to achieve final results, in reality, to pay for the efforts of a particular employee, factors such as time spent at work and seniority are taken into account. Note that the result as such on the reward most often does not affect.
The Wage Idea by Edward Lawler
Edward Lawler came up with the idea of ​​constructing wages in such a way that it depended directly on the results achieved during the work. The essence of the idea is that the salary of each employee should consist of three parts:
- The first part is paid for the performance of direct duties.
- The second part is determined by the length of service.
- The third part depends on the effectiveness and efficiency of individual work.
The essence of this idea is that wages for the most part depend on the result of the work done by the employee. Since the first two parts remain virtually unchanged, a person realizes that he can increase his wages only by increasing the productivity of his labor. This is how confirmation is formed that the result of hard work leads to satisfaction.
Porter-Lawler theory is very relevant today. Various firms, organizations and enterprises are trying to build their work on the principles of this theory, because it has serious reasons.