Procedural theories of staff motivation are based on the way people act, taking into account their perceptions and knowledge. Procedural theories analyse how a person allocates efforts to achieve different goals and how he chooses a specific type of behaviour.

The conduct of the person is determined not only by the needs but also by the function of perception and expectations of the situation and the possible consequences of the type of behaviour chosen.

Theory of expectations♪

The basic idea of the theory of expectations is that a person hopes that the type of conduct he has chosen will lead to the fulfilment of his needs.

Expected - An assessment of the likelihood of the event. The theory of expectations underlines the importance of three interlinkages (and their respective expectations):

• Labour costs - results;
• results - remuneration;
• Remuneration - Valentity (performance of remuneration).

Since different people have different needs, they estimate specific remuneration differently. Management should compare the proposed remuneration to and align staff requirements. To be effective, the manager should establish a strong balance between the results achieved and the remuneration. Remuneration should be provided only for effective work. The manager should also establish a high but realistic level of expected results from the subordinates.

Theory of justice.

The theory of justice is that people are subjective in determining the attitude of the remuneration received to the efforts that have been spent and then relate it to the remuneration of other people performing similar work. If the comparison shows imbalance and injustice, a person has psychological stress. As a result, it is necessary to motivate the staff member, remove the tension and correct the imbalance. People can restore balance either by changing the level of effort spent or by trying to change the level of remuneration received.