that’s-not-all technique

a two-step procedure for enhancing compliance that consists of (a) presenting an initial large request and then, before the person can respond, (b) immediately making the request more attractive by reducing it to a more modest target request or by offering some additional benefit. Compliance with the target request is greater following the initial request than would have been the case if the target request had been presented on its own. See also door-in-the-face technique; foot-in-the-door technique; low-ball technique.

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Psychology term of the day

May 8th 2024

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– )]