A FACTOR ANALYTIC TEST OF THE PORTER‐LAWLER EXPECTANCY MODEL OF WORK MOTIVATION¹

Abstract

MANAGEMENT and industrial psychology have always been concerned with the complex problem of worker motivation. The interrelationships of expectancy, rewards, behaviors, satisfactions, role perception, and ability are familiar topics. In recent years there have been several attempts to formulate expectancy-type models to explain these relationships (Vroom

A Worker Motivation Scale

“…These validities hold to varying degrees for most but not all of the worker/work setting groupings, as is the usual case. On balance, the pattern of validities agrees well with the findings of other researchers (Porter 1961(Porter , 1962(Porter , 1963Centers and Bugental, 1966;Porter and Lawler, 1968;Lawler and Suttle, 1972;Kesselman, Hagen and Wherry, 1974;Sheridan, Slocum and Min, 1975). Higher validities were found for the Competence-Achievement scales for managers, supervisors, and younger professionals, while coversely, the expected validity of the external reward-seeking motivation measures for non-professional personnel holding lower level positions was somewhat less clearly established.…”

Multifactorial assessment of bulimia nervosa.

“…This hierarchical rotation procedure (Thompson, 1951; Wallbrown, Blaha, & Wherry, 1973; Wherry, 1959, 1984) has proven useful in the clarification of other complex constructs, such as cognitive abilities (Wallbrown et al, 1973; Wallbrown, Blaha, Wherry, & Counts, 1974), motivation (Kesselman, Hagen, & Wherry, 1974; Wherry & Waters, 1968), work performance (Roach & Wherry, 1970), and coping strategies (Tobin, Holroyd, Reynolds, & Wigal, 1989). This procedure is also similar to other hierarchical rotation procedures (e.g., Hulin, 1982; Parsons & Hulin, 1982; Schmid & Leiman, 1957) and has been recognized as a useful approach to exploratory factor analysis (Gorsuch, 1983, p. 249).…”

Discretion is the better part of value: Five research-based rules for ensuring that strategy implementers implement

“…Later research, while it adapts and improves expectancy theory, provides good support for the original model. Later ideas look at the way particular contexts moderate the key variables 35,36 Self-esteem, 37 role-perception, 38 feedback 39 and individual ability 40 have also, among other factors, been suggested as moderators of the basic expectancy theory model. Expectancy theory has been found to be useful in a number of contexts relevant to strategy implementation.…”