The equity theory of motivation assumes that people want to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in the organization to the ratio of a comparison-other. If they feel their treatment has been inequitable, they take steps to reduce the inequity.

Expectancy theory, a somewhat more complicated model, follows from the assumption that people are motivated to work toward a goal if they want it and think they have a reasonable chance of achieving it. Effort-to-performance expectancy is the belief that effort will lead to performance. Performance-to-outcome expectancy is the belief that performance will lead to certain outcomes. Valence is the desirability to the individual of the various possible outcomes of performance. The Porter-Lawler version of expectancy theory provides useful insights into the relationship between satisfaction and performance. This model suggests that performance may lead to a variety of intrinsic and extrinsic rewards. When perceived as equitable, these rewards lead to satisfaction.

Learning also plays a role in employee motivation. Various kinds of reinforcement provided according to different schedules can increase or decrease motivated behavior. People can also generalize and discriminate among different behavior-reinforcement situations and are affected by social learning processes.

Organizational behavior modification is a strategy for using learning and reinforcement principles to enhance employee motivation and performance. This strategy relies heavily on the effective measurement of performance and the provision of rewards to employees after they perform at a high level.

Attribution processes also affect motivation. Attribution theory suggests that employees perceive their behavior as stemming from either external or internal causes and are motivated by rewards that correspond to the causes of their behavior.