Process Theories
A process theory is a set of concepts that describe the evolution and change of a thing. Variation theories, or systems of concepts that explain the variance in a dependent variable based on one or more independent factors, are sometimes contrasted with process theories. Variance theories concentrate on the reasons behind events, while process theories concentrate on how things happen. The nitrogen cycle, continental drift, and evolution via natural selection are a few examples of process theories.
How Does Process Theory Affect Workplace Motivation Measurement?
Process theory is a kind of scientific observation that people use to quantify how occurrences in a certain process result in an outcome. This notion states that an organisation must replicate the procedure utilised to get the desired result in order to replicate an outcome. Regarding motivation, process theory offers an explanation for how employees’ requirements evolve.
Theory of Equity
Process theory’s Equity Theory uses an employee’s skill set and the employer’s efforts to gauge their motivation at work. An employee is more likely to feel motivated if she believes that she and her employer have invested equally in one another. Salary, promotions, and employee perks are examples of investments made on behalf of a company. The Equity Theory assesses how fairness and inequality in the workplace are perceived by employees and examines the potential effects of each on behaviour. An employee may become less productive, believe she should be paid more, or hunt for other employment opportunities if she believes her working conditions are unjust.
Theory of Expectations
As they track the progress of a goal, the Expectancy Theory inside Process Theory helps explain how certain efforts relate to the wants for particular outcomes. The Expectancy Theory is predicated on the idea that employers make an effort to forecast results and cultivate reasonable expectations for future occurrences. An employee will thus be more inclined to utilise the knowledge at hand to turn the projected consequences into reality if the conclusion seems achievable and he or she is aware of how to get it. Valence, instrumentality, and expectancy are the three Expectancy Theory factors that have an impact on Process Theory and worker motivation. Valence is concerned with the result or compensation that an employee expects. An employee who believes that doing certain acts again and over would help him reach the intended outcome is considered instrumental. An employee’s expectation is a reflection of his confidence in his own talents. As a result, an employee derives motivation and work pleasure from his performance.
Goal-Setting Theory
An employee might become more motivated by setting objectives since it helps her feel important. Goal-driven activities may result from this emotion and persist until the employee no longer feels necessary. When faced with several objectives, an employee’s motivation level may vary depending on the kind of goal. Likewise, if an employee perceives that the goal-setting process is fair and gives her some degree of control, she will participate in it more.
The Variance Theory
Variance Theory in the Procedure Theory makes a comparison between a worker’s requirements and actions and motivation. When a worker thinks that the benefits of reaching a goal will materialise, satisfy his requirements, and correspond with the effort he puts into completing activities, he will be more motivated.