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regulatory focus theory

a conceptual framework for motivation and behavior that considers people to be fundamentally either promotion oriented or prevention oriented when making decisions and taking action in pursuit of a goal. According to the theory, promotion-focused self-regulation is concerned with nurturance and accomplishment needs and is focused on the pursuit of wishes and aspirations. As such, it results in sensitivity to positive outcomes and to relative pleasure from gains. Conversely, prevention-focused self-regulation is concerned with safety and security needs and is focused on meeting duties and obligations. As such, it results in sensitivity to negative outcomes and to relative pain from losses. One’s disposition toward either obtaining gains or avoiding losses influences one’s dominant motivations, which in turn affect one’s behavioral choices. For example, in addressing the issue of smoking cessation, regulatory focus theory suggests that a smoker may be motivated either to approach desired end states (e.g., improved lung capacity) or to avoid undesired end states (e.g., illness). Thus, antismoking messages framed to match the smoker’s particular regulatory focus should be more effective in convincing him or her to quit smoking than those that do not match. Indeed, regulatory focus theory has numerous implications for designing informative and persuasive messages. Other areas in which the theory has been applied include communication more generally, administration and organizational management, and athletic performance. [proposed in 1997 by U.S. psychologist E. Tory Higgins (1946–  )]

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Psychology term of the day

May 8th 2024

valence–instrumentality–expectancy theory

valence–instrumentality–expectancy theory

a theory of work motivation holding that the level of effort exerted by employees will depend on a combination of three variables: (a) the expectancy of employees that effort will lead to success in the job, (b) the belief of employees that success will lead to particular outcomes (see instrumentality theory), and (c) the value of these outcomes (see valence). A numerical value can be obtained for variable (a) using the subjective probability estimates of employees, for variable (b) by measuring the correlation of performance to rewards, and for variable (c) by asking employees to rate the desirability of the rewards. The motivational force, or the amount of effort employees will exert, can then be calculated. See also path–goal theory of leadership; Porter–Lawler model of motivation. [proposed in 1964 by Canadian organizational psychologist Victor H. Vroom (1932–  )]