Cognitive motivation
Cognitive motivationIntroduction
In this paper I will be aiming to cover the following areas. Firstly an overview of the fundamentals behind the cognitive theories of motivation, focusing on three main theories - Equity theory, Expectancy theory and Goal setting theory. Within these theory bases I will outline some of the developmental research that has been occurring, particularly those studies which have added empirical evidence to consolidate or expand on the basic theories. Secondly I will show some practical applications of these theories and evidence of how successful they have been or could be within an organisational environment. Finally a short comment on the adaptability of these models to an international context which has become a dominant feature of current literature in this increasing time of globalisation.
The Cognitive Theories - An Overview
Motivation can be visualised as the energising force that provides the impetus to make people act. More specifically it is "the individual internal process that energises directs and sustains behavior; the personal force that causes one to behave in a particular way" (Olsen, 1996, p.1). It is a fundamental concept for management to understand in learning to comprehend the way individuals will behave within a work place context.
The cognitive theories of motivation aim to develop this understanding by focusing on the action and choices made in the motivation process. The focus is on the processes that occur within a person's mind, which influence their decision to act. (Wood, Wallace, Zeffane, Schermerhorn, Hunt, Osborn (1998)) They rely on the assumption that behavior is purposeful and being undertaken to achieve a desired outcome or goal. This means that analysing the way choices are made between a variety of perceived outcomes can provide valuable insight into understanding why and how individuals choose to act.
Equity Theory
Equity theory relies on the way people make comparisons of both effort/return and with those around them, arguing that "when people gauge the fairness of their work outcomes in comparison with others, felt inequity is the motivating state of mind." (Wood et al p 183) People resolve the felt inequities by working in such a way as to restore a sense of equity.
The equity comparison occurs on two levels. The first is an individuals subjective assessment of whether the effort required will be commensurate with the benefits achieved. The second comparison occurs on a social level using those around as a yardstick against which to measure the individuals own sense of equity. Studies (Adams 1963 in Wood et al; Vecchio 1981) have generally supported this theory.
A number of recent studies have sought to develop this principle further. By looking at the relationship between Equity theory and Interpersonal Attraction (Griffeth, Vecchio & Logan 1989) the authors were seeking to determine whether an attraction (or hostility) between the individual and their referent other had any influence upon...
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