Convenience

The Porter–Lawler Extension
An interesting extension of expectancy theory has
been proposed by Porter and Lawler.
16
Recall from Chapter 1 that the human relationists
assumed that employee satisfaction causes good performance. We also noted that
research has not supported such a relationship. Porter and Lawler suggested that there
may indeed be a relationship between satisfaction and performance but that it goes
in the opposite direction—that is, high performance may lead to high satisfaction.
Figure 10.5 summarizes Porter and Lawler’s logic. Performance results in rewards for
an individual. Some of these are extrinsic (such as pay and promotions); others are
intrinsic (such as self-esteem and accomplishment). The individual evaluates the equity,
or fairness, of the rewards relative to the effort expended and the level of performance
attained. If the rewards are perceived to be equitable, the individual is satisfied.
Intrinsic
rewards
(
outcomes
)
Performance
Perceived
equity
Satisfaction
Extrinsic
rewards
(
outcomes
)
F I G U R E 1 0 . 5
The Porter–Lawler Extension of Expectancy Theory
The Porter–Lawler extension of expectancy theory suggests that if performance results
in equitable rewards, people will be more satisfied. Thus, performance can lead to
satisfaction. Managers must therefore be sure that any system of motivation includes
rewards that are fair, or equitable, for all.
Source: “The Effect of Performance on Job Satisfaction,”
Industrial Relations
, p. 23,
Edward E. Lawler III and Lyman W. Porter. © 1967. Reproduced with permission of
John Wiley & Sons Ltd.
Chapter 10:
Managing Employee Motivation and Performance
3 0 1
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