Evaluating the Framework of the Integrative Model of Work Attitudes, Motivation and Performance,

Self-efficacy is the belief in one’s ability to organize and execute the actions necessary to manage a situation ("What Is Self-Efficacy?", n.d.). Self-efficacy allows divergent thinking because cognitive limits are not set in place.

Theory X and Theory Y represent two sets of assumptions about human nature and human behaviour that are relevant to the practice of management. They describe two contrasting models of workforce motivation. Theory X represents a negative view on of human nature that assumes individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. Theory Y represents a positive view of human nature and assumes individuals are generally hard-working, creative, and able to take on responsibility

Employee attitudes can be described as their viewpoints by workers regarding various aspects of their job responsibilities, careers, and organizations. Nonetheless, the most significant and widely recognized attitude of an employee in an organization is associated with

Self-efficacy is defined as one’s belief in one’s ability to succeed in specific situations or accomplish a task. Self-efficacy

Herzberg’s (1993) ‘Motivation-Hygiene theory’ analyses job attitudes suggesting a two-step approach to understanding employee motivation and satisfaction;

Motivation in the workplace is one of the major concerns that managers face when trying to encourage their employees to work harder and do what is expected of them on a day-to-day basis. According to Organizational Behavior by John R. Schermerhorn, James G. Hunt and Richard N. Osborn the definition of motivation is "the individual forces that account for the direction, level, and persistence of a person's effort expended at work." They go on to say that "motivation is a key concern in firms across the globe." Through the years there have been several theories as to what motivates employees to do their best at work. In order to better understand these theories we will apply them to a fictitious organization that has the following

Edwin, A.L., (1990). "Work motivation and satisfaction: Light at the end of the tunnel." Psychological science, 1(4),240-246.

Self-efficacy is the beliefs in one’s capabilities to organise and execute the courses action required to produce given attainments (Bandura,1997. p.3). Self-efficacy beliefs are specific to particular situations and do not represent an overall global trait (Feltz,1988).

Analyzing the responses of 200 accountants and engineers who were asked about their positive and negative feelings about their work, Herzberg found 2 factors that influence employee motivation and satisfaction.

Industrial/Organizational (I/O) Psychology is devoted to the study of employee behavior in the workplace and understanding the issues facing organizations and employees in today’s complex and ever changing environment. Motivation refers to the set of forces that influence people to choose various behaviors among several alternatives available to them. An organization depends on the ability of management to provide a positive, fostering and motivating environment for its employees in order to increase profits, productivity and lower turnover rates of its employees. The purpose of this paper is to discuss and compare six academic journal articles and explore the behavior, job, and need based theories of motivation that can aid management in motivating and understanding their employees. Finding that delicate balance to can sometimes be elusive so effectively learning how to motivate by understanding, controlling and influencing factors to manipulate behavior and choices that are available to employees can produce the desired outcome.

It has been suggested that there are three different approaches when it comes to job satisfaction (Judge & Hulin, 1993). The first of these presents the idea that these particular work attitudes are dispositional in nature and are either learned through experience or are inherited through genetics (Staw, 1986). Although, if this were the case then any attempts to increase job satisfaction would fail because job satisfaction may be considered a

In the aggressive world of business, to be a profitable organization, it is important for the development of the business, but also for the survival of the organization. To maintain proficient employees is the major task which businesses are facing in today’s world. A lot of works have been done exploring the current and the predominant trend of job satisfaction and work motivation along with the organizational commitment around the world, but when we check on local evidences we came to know about the scarcity of the information in this particular area.

The Porter-Lawler Expectancy Theory of Work Motivation is the complete opposite of what Maslow, Hertzberg and Alderfer propose in terms of satisfaction leading to improved performance, instead this content theory proposes that motivation does not lead to performance and all three aspects of motivation, satisfaction and performance are separate aspects. Figure 2 depicts the Porter-Lawler Motivation Model and highlights that performance is

A theoretical framework is designed to evaluate the relationship between employee’s motivation and performance. On the basis of three motivational theories- Equity theory, Expectancy theory, Goal setting theory. The two types of variables influence the performance of employees-dependent and independent variables.

The expectancy theory of motivation has become an increasingly popular model for predicting work performance and job preference. The empirical tests of this model have typically employed correlation analysis to