UNIT – I Lesson 1 HRM – AN OVERVIEW Lesson Outline Nature of ...

Based on the five dimensions, a formula for motivation potential of a job is arrived
at as follows: “Motivation Potential Score (MPS) = (1/3) X (Skill Variety + Task
Significance + Task Identity) X (Autonomy X Feedback)”. It may be seen from the above
formula that Autonomy and Feedback are two dimensions, which have a multiplier effect
on motivation, and hence a greater significance than the other three factors. If one of the
two factors is absent in a job, it will have no motivating potential at all, whereas if the skill
variety is less or task significance is less, motivation potential of the job could be
enhanced by improving the other components to a considerable extent.
4.11.9. Porter and Lawler Model of Performance Satisfaction
The model explained by Porter and Lawler is a comprehensive description of motivation.
They have viewed motivation, satisfaction and performance as separate variables relating
in different ways. According to the model, effort, which is the force of motivation, does
not directly lead to performance bus is mediated by abilities, traits and role perceptions,
followed by rewards and their perceptions. There are four variables in the model namely,
effort, performance, rewards and satisfaction.
Effort means the energy exerted by an individual employee for performing a given
task. The effort depends on the value of reward and perceived probability of effort-reward
linkage. Efforts mediated by traits and abilities and role perception lead to performance.
Performance refers to the result measurable objectively. It depends on the effort put up by
the individual. Rewards are obtained through performance and satisfaction is derived.
Rewards may be extrinsic, that is in the form of a secondary derivative of work, or they
could be intrinsic, which are inherent in the job itself. Satisfaction is the internal state of
being contented depending on the rewards received.
4.12 WORK-RELATED STRESS AND MANAGEMENT OF STRESS:
Stress is a particular relationship between the person and the environment, which is
appraised by the person as positively challenging or negatively taxing or exceeding his or
her resources and endangering his or her well-being. Stress is described is a dynamic
condition in which an individual is confronted with an opportunity, constraint or demand
related to what he or she desires, for which the outcome is perceived simultaneously to be
both uncertain and important. For example, employees might be stressed when
performance review is taking place, during which a person is unsure of the nature of the