Motivational Quotes for Sales Team to Achieve Targets

This article presents short motivational quotes from experts to help the sales team achieve targets. Additionally, this feature article offers a sales team motivation message and a brief motivational speech. Therefore, this content helps a team leader to know how to motivate a sales team when sales are down. It provides a motivational message for the sales team; therefore, the service and product-selling organization may benefit from this article.

Motivational Quotes for the Sales Team

We believe that motivation enhances the workforce and productivity. Scholars research and publish diverse content and process theories of motivation that explain what factors and how to motivate employees. Motivation is one of the key elements for improving outcomes for employees. Therefore, the author collects motivational quotes from experts to inspire the sales team. The following motivational quotes from experts are for the sales team to motivate them in the workplace:

If you are not taking care of your customers, they are buying products or services from your competitors- Bob Hooey.

If you are not taking care of your customers, they are buying products or services from your competitors- Bob Hooey

Every day is always the most constructive day of your week. –Mark Hunter.

“Great sales officers focus on relationship building and provide value, and help their customers win.” – Jeffrey Gitomer.

“Sales are contingent upon the attitude of the salesman, not the attitude of the prospect.”- Clement Stone.

“If you don’t give up, you still have a chance.”- Jack Ma (Chinese businessman and philanthropist).

Leadership starts with self-discipline. You can not lead others if you are not leading yourself- Sassy Souls.

Customers First, Employees second, and Shareholders Third.- Jack Ma.

“When selling to close friends and family, no matter how much you’re selling to them, they will always feel you’re earning their money; no matter how cheap you sell to them, they still wouldn’t appreciate it.”- Jack Ma.

As a salesman, the best investment you can make in yourself is studying more about the products and services. – Jack Ma. 

You can get everything in life you want if you will just help enough other people get what they want

“You can get everything in life you want if you will just help enough other people get what they want”- Zig Ziglar.

Whatever happens, never lose your heart. Whoever says to himself, I will succeed,’ will reach his goal. But if you think it is impossible, I don’t have all my faculties, I will never manage, then you will fail- Dalai Lama.

Short Motivational Quotes for the Sales Team

A person buys from someone he likes — Zig Ziglar.

Sales isn’t about luck — it’s about stamina.

Sales isn’t always a solo game — it’s a team sport.

The more u know about the product and service, the better you can sell them.

If you want to sell your products, you have many options.

A sales officer can easily sell unsweetened honey with honeyed words.

50 Short Motivational Quotes for the Sales Team

“Sales are contingent upon the attitude of the salesman — not the attitude of the prospect.” — W. Clement Stone.

“Stop selling. Start helping.” — Zig Ziglar.

“Make a customer, not a sale.” — Katherine Barchetti.

“Your life can only change when you become more committed to your dreams than to your comfort zone.” — Billy Cox.

“Success is the sum of small efforts repeated day in and day out.” — Robert Collier.

“Motivation is what gets you started. Habit is what keeps you going.” — Jim Rohn.

“It’s not about having the right opportunities. It’s about handling the opportunities right.” — Mark Hunter.

“Success is not in what you have, but who you are.” — Bo Bennett.

“Don’t let what you cannot do interfere with what you can do.” — John Wooden.

“Don’t be afraid to give up the good to go for the great.” — John D. Rockefeller.

“Tough times never last, but tough people do.” — Robert H. Schuller.

“Winners never quit, and quitters never win.” — Vince Lombardi.

“You miss 100% of the shots you don’t take.” — Wayne Gretzky.

“Fall seven times, stand up eight.” — Japanese Proverb.

“Failure will never overtake me if my determination to succeed is strong enough.” — Og Mandino.

“Energy and persistence conquer all things.” — Benjamin Franklin.

“The harder the conflict, the greater the triumph.” — George Washington.

“If you’re going through hell, keep going.” — Winston Churchill.

“I never lose. I either win or learn.” — Nelson Mandela.

“Don’t watch the clock; do what it does. Keep going.” — Sam Levenson.

“People don’t buy what you do; they buy why you do it.” — Simon Sinek.

“The purpose of business is to create and keep a customer.” — Peter Drucker.

“Customer service shouldn’t just be a department, it should be the entire company.” — Tony Hsieh.

“In sales, your job is not to convince, but to connect.” — Jeffrey Gitomer.

“Trust is built with consistency.” — Lincoln Chafee.

“Customers may forget what you said, but they’ll never forget how you made them feel.” — Maya Angelou.

“Serve, don’t sell — and sales will follow.” — Simon Sinek.

“The best way to find yourself is to lose yourself in the service of others.” — Mahatma Gandhi.

“Customer satisfaction is worthless. Customer loyalty is priceless.” — Jeffrey Gitomer.

“The best salespeople know that their job isn’t to close, but to open relationships.” — Jack Daly.

“The secret of getting ahead is getting started.” — Mark Twain.

“Action is the foundational key to all success.” — Pablo Picasso.

“Do not wait to strike till the iron is hot, but make it hot by striking.” — William Butler Yeats.

“If you’re not taking care of your customer, your competitor will.” — Bob Hooey.

“If you can dream it, you can do it.” — Walt Disney.

“Opportunities don’t happen, you create them.” — Chris Grosser.

“Success usually comes to those who are too busy to be looking for it.” — Henry David Thoreau.

“Don’t limit yourself. Many people limit themselves to what they think they can do.” — Mary Kay Ash.

“Growth and comfort do not coexist.” — Ginni Rometty.

“Success is walking from failure to failure with no loss of enthusiasm.” — Winston Churchill.

“Confidence and enthusiasm are the greatest sales producers in any economy.” — O.B. Smith.

“Everything you’ve ever wanted is on the other side of fear.” — George Addair.

“A goal properly set is halfway reached.” — Zig Ziglar.

“The way to get started is to quit talking and begin doing.” — Walt Disney.

“Success is liking yourself, liking what you do, and liking how you do it.” — Maya Angelou.

“Either you run the day, or the day runs you.” — Jim Rohn.

“Dream big. Start small. Act now.” — Robin Sharma.

“What lies behind us and what lies before us are tiny matters compared to what lies within us.” — Ralph Waldo Emerson.

“You don’t close a sale, you open a relationship if you want to build a long-term, successful enterprise.” — Patricia Fripp.

“Perfection is not attainable, but if we chase perfection, we can catch excellence.” — Vince Lombardi.

Motivational Quotes for the Sales Team to Achieve Targets

“Today is difficult, Tomorrow will be more difficult, but the day after tomorrow will be sunshine.” The most important thing is not to give.- Jack Ma.

You never know how much you can do in your life until you try- Jack Ma.

Do not lose patience when sales are down, and don’t be reckless in good times.

If you want to sell your products, you have to sell yourself. It means you have to make them like you and be convinced of you.

Sales offices should acknowledge ‘NO’ as the next opportunity, not a rejection.

The best skills for a sales officer are growth and a positive mindset.

We are not new. Our products are not new either. But remember, ultimately, we will be the best.

Salespeople can set and increase their salaries, while the HRM and marketing teams receive a fixed payment.

A good sales officer must be patient to reach 100 customers and confirm 2 of them.

Sales officers should remember that they must persuade clients to purchase products and services. Clients are unwilling to buy them. In this context, prepare yourself and stay passionate.

A good officer does not complain about a rising salary; instead, they create value within the organization, prompting the company to retain them by offering a higher salary.

Sales is not about selling; it is a strategy for influencing your clients to buy products.

The best sales teams I’ve seen weren’t driven by money — they were driven by purpose.

Success in sales requires confidence and motivation. Set your goals, believe in your strengths, and never give up. Every effort takes you closer to success.

Jack Ma on Sales: ‘When doing sales, the first people who will trust you will be Strangers, Friends will be shielding against you, fair-weather friends will distance themselves from you. Family will look down upon you.’

The day you finally succeed, paying the bill for every get-together dinner, entertainment, you will realize: Everyone else is present except the Strangers.

The main power of a sales officer lies in relationships.

Before starting to sell, focus on generating customer needs.

Books can change your life, and training is more valuable than reading 10 books.

Do not believe in luck, but believe in your hard work.

Motivational Speech for the Sales Team

If you are a team leader and want to motivate your team to increase sales, read the following speech and deliver it. As a speaker, you have to convey information through verbal and nonverbal cues. Additionally, you can follow the Aristotle model of communication to persuade your team member. It is one of the best communication model that show how to motivate the audience while delivering a speech. This model illustrates how to use ethos, pathos, and logos to persuade customers.  You must include ethos (credibility), pathos (emotion), and logos (logic) in your speech to motivate members.  

Sales Team Motivational Message and Speech To Achieve Targets

1. SALES stands for S. A. L. E. S

S for Smarts: A sales representative has to be smart, regardless of age, gender, or educational background.

A for Active: A sales officer should be active in communication and activities.

L for Loyalty: A sales officer must be loyal to both the company and clients. They should not hide any information.

E for Efficiency: A sales rep must work strategically to achieve daily, monthly, and yearly targets with minimal waste of time, energy, or resources. They have to know which clients are more important.

S for Support: A good sales officer always supports customers after the sale. After-sales service support leads to bringing more clients and higher customer satisfaction.

2. Follow Rules: 3HHH

The 3HHH refers to Hand, Heart, and Head. A successful sales officer works with Hand, Heart, and Head. The best output comes from those who use their hands, heads, and hearts to convince their clients. There are two types of people, thinkers and feelers. The thinker uses the brain (Logic) and the feeler uses the heart (emotion) to analyze objects and situations. A sales representative or agent must use Hand, Heart, and Head to convince clients and leave a lasting impression by doing something notable.

3. 80 Percent of Sales Require at Least Five Follow-ups

According to scholars, 80% of sales are completed after five follow-ups by a sales representative.
First-time follow-up: The client may forget your product and services.
Second Time Follow-up: They will remember you
Third Time Follow-up: Customers will consider your offers.
Fourth Time Follow-up: Clients will be convinced of your product and service.
Fifth Time Follow-up: The sales representative closes the deal.

The essence of this rule is to persevere. Keep trying and put your full effort into closing the deal.

4. Work like a Physician

Sales employees should work like a physician. A physician listens to the patient’s report, conducts a physical exam, notes any difficulties, and documents the findings. After that, they offer a solution, either medication or a medical test, based on the patient’s condition.

As a sales officer, you must listen carefully to customers’ queries and offer relevant products and services. Remember, you will lose the customer if you initially provide services or products that are irrelevant to their needs. A sales representative must study the demographics and psychographics of their target audience. Your offers and products should be congruent with the customer’s needs.

5. Stop Selling – Start Solving Problems

We have to remember that nobody wants to pay to buy something, but everyone likes to pay to resolve their problems. As a sales representative, you must identify and deliver the best solution for your clients. For example, someone wants to buy a phone for creating video content. In this context, you have to offer the smartphone with the highest camera resolution. Therefore, do not try to sell your product; instead, focus on resolving customer problems.

6. Brian Tracy’s 7 Steps to Sales Success

Prospecting: As a sales office, you need to identify potential clients who need your products and services.

Building rapport: Establish a strong relationship with potential customers by discussing their challenges and goals.

Presenting: You must explain, with evidence, how your product or service can solve their problems. You have to convince them to buy your products or services.

Handling Objections: As a sales representative, you must be an active listener to understand their concerns. Remember, they may ask for more details on the products’ pros and cons. Therefore, you must validate their fears by providing tailored solutions.

Closing the deal: Request that they take the final decision and purchase the products and services.

Getting resales and referrals: You must provide after-sales support to ensure customer satisfaction, which leads to repeat business and referrals to new customers.

7. Make Your Prospects Key Accounts
Prospects- Buyers-Customers-Key Accounts

Prospects who buy from you are called buyers. They test your products or services. They will buy again if you can provide the best service and products.

When buyers buy from you again, they are customers. Customers know about your goodwill; hence, keep connected and build rapport.

When customers buy from you repeatedly, they are key accounts. Recurring clients are key accounts; therefore, aim to turn prospects into key accounts.

Motivational Quotes for Businessmen

“Business is not about ideas. It’s about making ideas happen.” Scott Belsky. 

All entrepreneurs are businessmen, but not all businessmen are entrepreneurs.

A common mission, set of values, and set of goals are mandatory in any organization. Without these three things, you cannot succeed.- Jack Ma

Success doesn’t come to you; you go to it-Jack Ma.

“Forget about your competitors, just focus on your customers”.- Jack Ma.

Forget about your competitors, just focus on your customers

Generally, I tell people in business that there is nothing wrong with having a competitive spirit if it means saying to yourself: “I want to give the best of myself; I want to reach the top like others.” (Dalai Lama Quotes  from Daily Advice from the Heart)

The only acceptable aggressive attitude is recognizing one’s own talent and working with unshakeable determination, saying to oneself, ‘I, too, am capable, and even if nobody helps me, I will succeed.’-(Dalai Lama Quotes  from Daily Advice from the Heart)

We should recognize that our competitors are also human beings with the same rights and needs as we do. We should think of them, too, as members of our society. It is all the better if they are also successful.-(Dalai Lama Quotes No-155 Book 365 Dalai Lama Daily Advice from the Heart).

The CEO focuses on company revenue, the manager focuses on employee productivity, and employees focus on the easier way to work in the organization.

How To Motivate the Sales Leaders

Many believe the best way to motivate a sales team is simple — offer bigger bonuses. But real drive doesn’t come from money alone. It comes from purpose, recognition, and belonging. I’ve seen people exceed every target not because of the commission, but because they believed in what they were selling, respected the team they worked with, and took pride in proving their potential.

Make More Leaders To Get Promotion

The best way to motivate a sales leader is to set a requirement that they will be promoted when they make another or more leaders like them. Leaders must encourage employees to emulate them. The leaders will definitely create more leaders if the HR department sets this requirement.

Competition and Rewards System

Leaders should organize a competition among sales officers and reward those who meet the target.

As a leader, you do not need to be an expert to regulate a skilled team. You have to utilize their potential to get the best outcome.

5 Top Qualities of a Great Salesperson

In sales, success isn’t just about numbers — it’s about connection, curiosity, and consistency. The best salespeople share a few timeless traits that set them apart:

Empathetic — They truly understand customer needs and aim to solve problems, not just close deals.

Passionate — Their energy and belief in the product inspire trust and excitement.

Good Listener — They listen more than they speak, building loyalty and credibility.

Optimistic — They see rejection as redirection and focus on possibilities, not problems.

Inquisitive — They ask the right questions to uncover real value for their customers.

Whether you’re just starting in sales or a seasoned pro, these five qualities are worth mastering.

How to find the best sales officers in the team:
  1. They like to talk with others. They are good at communication.
  2. They are committed to lifelong learning.
  3. They are efficient and use their time well.
  4. They like to follow their leaders.
  5. They are self-motivated and aim to stand out within the team.
  6. Leaders must create more leaders or they are not leaders.

Content and Process Theories of Motivation in Psychology

This article includes the following key phrases: Content and Process Theories of Motivation. The List of Content and Process Theories of Motivation with Examples.  Difference Between Content and Process Theories of Motivation in Psychology and Organizational Behavior.

Content and Process Theories of Motivation

Content and process theories of motivation are two frameworks that explain which factors motivate individuals to continue working in personal and organizational contexts and how these factors operate. Indeed, these theories examine the factors that influence individuals to improve job performance and how they remain motivated. Content and process theories are among the most well-known models for motivating employees to achieve better outcomes.

Content theories explain the factors underlying individuals’ or employees’ motivation for sustained performance in the workplace.

In contrast, process theories are frameworks that explain how factors underlie individuals’ or employees’ motivation to sustain workplace performance.

Types of Motivation Theories

Content and process theories are categories of motivational models, such as Maslow’s needs theory, McGregor’s Theory X and Theory Y, Equity theory, Expectancy theory, and others. These are the most common classifications of motivational theory in psychology and organizational behavior.

Content and Process Theories of Motivation in Organization

Difference Between Content and Process Theories of Motivation

Content Theories of Motivation

Content theories of motivation are designed to represent the external and internal factors, including needs, aspirations, and satisfactions, that influence individuals to continue working in personal, social, and organizational life. In an organizational context, content theory focuses on employees’ needs and gratifications that encourage them to perform in the workplace.

Content theories find the answers to the question “What factors drive human behavior?” Content theory assumes people have a set of needs that they are intended to achieve.

Example of Content Theories of Motivation

The examples of content theories of motivation are:

  1. Maslow’s Need Hierarchy (Abraham Maslow-1943)
  2. McGregor’s Theory X and Theory Y (Douglas McGregor-1957)
  3. Herzberg’s Motivator–Hygiene Theory (Frederick Herzberg – 1959)
  4. McClelland’s Acquired Needs Theory (David McClelland- 1961)
  5. Alderfer’s ERG Theory of Motivation (Clayton Alderfer- 1972)
  6. Self-Determination Theory (Deci and Ryan-1985)

Process Theories of Motivation

Process theory explains how factors motivate people to pursue goals or deter them from attempting to achieve those goals. These theories are frameworks that explore the process of motivation. Process theories of motivation are designed to explain how people’s behavior is directed and organized, sustained, or adjourned.

Process theories are designed to answer the question: “How do factors direct individual behavior?” Theory assumes people have independent and interdependent goals; therefore, they design a concise way to achieve them. It explains how they become motivated and the factors that inspire them.

Example of Process Theories of Motivation

The examples of Process theories of motivation are:

  1. Equity Theory (Adam-1963)
  2. Expectancy Theory (Victor Vroom- 1964)
  3. Goal Setting Theory (1968)
  4. Justice Theory (1971)

Content: Theories of Motivation Examples

1. Maslow’s Hierarchy of Needs Theory

American psychologist Abraham Maslow developed the theory of Maslow’s hierarchy of needs in 1943 in his paper titled “A Theory of Human Motivation.” The five needs of Maslow’s hierarchy are physiological, safety, Love and belonging, esteem, and self-actualization. The first four needs are deficiency needs (D-needs), and the top level is growth or being needs (B-needs).

2. McGregor’s Theory X and Theory Y

American Psychologist Douglas McGregor proposed the prominent theory X and theory Y in 1957 in the book titled “The Human Side of Enterprise”.   Theory X and Theory Y refer to two distinct management styles in organizations, and employees’ characteristics differ between them. Employees and managers exhibit different organizational behaviors and traits.

Theory X Management

The management believes that the average employee in the organization is lazy and doesn’t like to take on workloads.

These employees have limited skills, experience, and ambition; therefore, managers must compel them to work regularly. They arrive at the office late and attempt to leave early. Employees in Theory X management procrastinate in submitting reports and dislike assisting coworkers in completing tasks on time. Employees consistently find ways to avoid complex tasks. However, they are focused on lower-level needs like salary, financial security, and punishment.

Therefore, the strategy of Theory X management is a controlling, output-driven approach.

Theory Y Management

Theory Y management assumes that the average employee in the organization prefers to work spontaneously. Employees like to work without being asked and take on workloads when the organization demands it. They derive satisfaction from assigned tasks and responsibilities. Employees are responsible and supportive of one another. They are focused on high-level needs, including recognition, achievements, and honors from coworkers and organizations.

The management strategy of theory Y enhances empowerment and a trust-driven approach.

Difference Between Theory X and Y Employees
Employees of Theory X
  • Employees hold pessimistic views toward organizations.
  • They dislike work; therefore, managers must monitor them.
  • Employees can be motivated only by money and punishment.
Employees of Theory Y
  • Employees hold optimistic assumptions within the organization.
  • They are self-engaged, committed, responsible, and creative.
  •  Recognition, achievements, and honors can motivate employees to improve job performance.
3. Herzberg’s Two Factor Motivator–Hygiene Theory (1959)

Frederick Herzberg proposed the two-factor theory of motivation in 1959. Job satisfaction and dissatisfaction arise from two distinct sets of factors, namely, motivation and hygiene. Building on Maslow’s needs hierarchy theory, published in 1943, Frederick Herzberg proposed a two-factor theory that identifies motivational and hygiene factors that motivate employees.

The motivating factors increase employees’ job satisfaction, whereas the hygiene factors prevent dissatisfaction. The hygiene factors transform employees’ state of dissatisfaction into no satisfaction (neutral position), while, in contrast, motivator factors make employees’ state of no satisfaction into satisfaction.

Elements of the Two-Factor Theory of Motivation are:
  1. Motivation (Intrinsic Factors)
  2. Hygiene (Extrinsic Factors)
Motivation (Intrinsic Factors)

Motivation includes intrinsic factors that boost job satisfaction among employees in the organization. The motivational factors include recognition, challenging tasks, achievements, Power, responsibilities, affiliation, relatedness, and opportunities. These intrinsic factors foster employees’ sense of influence over organizational decision-making. This continuous motivation arises from the job itself. Motivation may drive a person to move from a state of no satisfaction to satisfaction.

Hygiene (Extrinsic factors)

In contrast, Hygiene comprises extrinsic factors that prevent employee dissatisfaction. Hygiene (extrinsic) factors are lower-level needs, such as salary, job security, status, work environment, policies, and legal compliance.  The presence of Hygiene factors may influence an employee to move from a state of dissatisfaction to a state of no dissatisfaction. 

How To Use Two-Factor Theory in an Organization

Top managers and senior employees ensure that hygiene factors, such as work environments, are maintained to prevent employee dissatisfaction, and that motivator factors, such as recognition, are enhanced to improve job satisfaction.

4. McClelland’s Theory of Needs (1961)

In 1961, David McClelland developed the Need Theory, which explains three factors that motivate individuals in organizations. He proposed the Acquired- Needs Theory in his book ‘The Achieving Society’.

In addition to Maslow’s hierarchy of five needs (Physiological needs, Safety needs, Love and belongingness needs, Esteem needs, and Self-actualization), McClelland proposed three additional needs (needs for achievement, affiliation, and power) that motivate employees to work within the organization. Therefore, the three needs theory is a content theory because it examines three additional motivational factors in organizational behavior.

David McClelland’s Three Needs are:

  1. Needs For Achievement (n-Ach)
  • Prefers working on challenges.
  • Best in situations in which performance is due to effort and ability.
  • Prefers to work with other high achievers
  1. Needs For Affiliation (n-Aff)
  • Likes to work in teams with cooperation and collegiality.
  • Tends to avoid conflict.
  • Likes to achieve compliments in private.
  1. Needs For Power (n-Pow)
  • Likes to be in charge.
  • Likes to be in control of people and events.
  • Appreciates being recognized.
5. Alderfer’s ERG Theory of Motivation (1972)

Clayton Alderfer proposed the ERG theory of motivation in 1972 by extending Maslow’s hierarchy of needs.  Alderfer argued that human needs are divided into three categories rather than the five proposed by Abraham Maslow.

According to Alderfer(1972), the three needs factors of human motivation are Existence, Relatedness, and Growth. The motivation factor is rooted in physiological needs, including food, water, shelter, sex, air, clothing, and physical and mental safety. The organization meets these needs through salaries, incentives, job security, and good working conditions, thereby ensuring hygiene factors. 

The need factor relatedness includes love, belongings, respect, mental and physical support, and communication engagement. The organization can foster a sense of relatedness among employees by improving interpersonal communication.

The final factor of the ERG theory of motivation is growth, which enhances personal and group achievement. 

6. Self-Determination Theory (1985)

Deci and Ryan proposed the self-determination theory in 1985 in a book named “Intrinsic Motivation and Self-determination in Human Behavior”. It is known as SDT in human and organizational behaviors. Self-determination theory posits that three innate needs shape employees’ behavior and well-being. This theory argues that competence, autonomy, and relatedness are the most powerful factors underlying employee motivation to enhance performance, foster continuous improvement, and cultivate creativity.

The Three Motivational Factors of Self-Determination Theory are:
  1. Competence
  2. Autonomy
  3. Relatedness.

Competence, Autonomy, and Relatedness are intrinsic needs that motivate employees to work continuously. Therefore, self-determination theory (SDT) is a content theory of motivation.

How To Use  Self-Determination Theory in an Organization

Managers should influence behavior by creating work environments that support each need.

  • Firstly, the management needs to provide tangible resources, time, contacts, and coaching to improve employees’ competence.
  • Secondly, the organization must focus on empowering employees and delegating meaningful assignments and tasks to enhance employees’ sense of autonomy.
  • Finally, senior employees must provide enjoyment and companionship to foster a sense of relatedness.
 Lower-level and higher-level Needs of Content Theories of Motivation

 

Process Theories of Motivation Examples

  1. Equity Theory (Adam-1963)
  2. Expectancy Theory (Victor Vroom- 1964)
  3. Goal Setting Theory (1968)
  4. Justice Theory (1971)
1. Adam’s Equity Theory (1963)

John Stacey Adams proposed equity theory in 1963 to explain how individuals strive for fairness and justice in an organizational context. Adam’s equity theory explains the process of motivation; therefore, it is a process theory. Equity theory examines the resources provided by organizations to employees and the outcome ratio they receive. It is a give-and-take relationship, characterized by reciprocity.

According to Adams’ Equity Theory (1963), a fair balance between employees’ inputs and outputs motivates employees to increase productivity. A strong and positive relationship between employees and organizations yields better outcomes.

The input factors in equity theory include employees’ dedication, hard work, effort, skill, experience, and enthusiasm.

The dimensions of equity include salary, respect, acknowledgment, recognition, and others.

The model is based on our evaluation and comparison of outputs and inputs with relevant others.

2. Vroom Expectancy Theory (1964)

Victor H. Vroom proposed the expectancy theory of motivation in 1964 with three elements: expectancy, instrumentality, and valence. It is a process theory of motivation that demonstrates the process of motivation. People are motivated to behave in ways that produce desired combinations of expected outcomes.

The Elements of Expectancy Theory are:
  1. Expectancy
  2. Instrumentality
  3. Valence
Expectancy (Efforts)

The expectancy factor in Vroom’s expectancy theory refers to employees’ expectation that, if they make an effort to complete the job, they will achieve performance goals.  For example, the employee must sell 100 phones to meet the monthly product sales target. To achieve the company’s monthly goal, employees continually strive.

Expectancy provides an answer to the question: “Can I achieve my target if I work hard?”

Instrumentality (Performance)

Instrumentality is the employees’ belief that they will receive the expected outcome if their performance meets the demands. For example, the employee will get rewards if they achieve the target. The expected outcome may include a salary increase, promotion, and recognition.

Expectancy refers to the answer to the question: “Will I get rewards if I can achieve the target?”

Valence (Outcome)

Valence refers to the perceived value of received rewards from the organization.

Expectancy refers to the answer to the question: “Will I become happy if I get the particular reward?”

Vroom Expectancy Theory Organizational Implication

The Use of Expectancy Theory To Evaluate How Pay Influences Individual Employees
  • Expectancy theory emphasizes expected rewards.
  • Compensation mainly influences instrumentality.

Extrinsic Motivation:

  • Depends on rewards (such as pay and benefits) controlled by external sources.

Intrinsic Motivation:

  • Depends on rewards that flow naturally from work itself.
  • Extrinsic incentives generally do not harm intrinsic motivation.
3. Goal Setting Theory (1968)

In 1968, Professor Edwin Locke proposed the goal-setting theory, explaining that clear goals and feedback are crucial to employee motivation. This theory has been widely accepted in the economic and organizational sectors as an explanation of human motivation.

In 1990, Edwin Locke and Gary Latham extended goal-setting theory, articulating five principles for organizations.

According to Locke and Latham’s goal-setting theory published in 1990, the five principles that inspire employees are:

  1. Clarity
  2. Challenge
  3. Commitment
  4. Feedback
  5. Task complexity

Certain conditions are necessary for goal setting to work.

  • People must have the ability and resources.
  • People need to be committed to the goal.

Performance feedback and participation in goal-setting are necessary but not sufficient. Goal achievement leads to job satisfaction.

Mechanisms Behind the Power of Goal Setting

  1. Goals regulate effort.
  2. Goals direct attention.
  3. Goals increase persistence.
  4. Goals foster task strategies and action plans.
4. Justice Theory (1971)

The American Philosopher John Rawls proposed the Theory of Justice in 1971. Organizational justice refers to the extent to which people perceive that they are treated fairly at work. Three types of justice: 1. Distributive Justice. 2. Procedural Justice. 3. Interactional Justice.

Using Equity and Justice Theories

  • Employee perceptions
  • Employees want a voice in decisions that affect them.
  • Employees should have an appeals process.
  • Leader behavior
  • A climate for justice makes a difference.
References
Adams, J. S. (1963). Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67(5), 422–436. https://doi.org/10.1037/h0040968

Deci, E. L., & Ryan, R. M. (1985). The general causality orientations scale: Self-determination in personality. Journal of research in personality19(2), 109-134.

Locke, E. A. (1968), Toward a theory of task motivation and incentives, Organizational Behavior and Human Performance, 3(2): 157-189

Locke, E.A. and Latham, G. P. (1990), A theory of goal setting and task performance, Prentice Hall College

Locke, E.A. and Latham, G. P. (2013), New developments in goal setting and task performance, Routledge