Examples Of Expectancy Theory

An employees performance will depend on a number of factors – skill, knowledge, competence, aptitude, attitude and behaviours amongst other. Motivation is important as the level of motivation an employee has will determine how these factors are applied. Each employee will be motivated differently and is affected by a change by a range of variables. Motivation is fluid and will change throughout an employees life.

This case is about Paul Reed, a vice president and supervisor at Magic Eye, who is trying to understand the reason his programmers in his firm, are not reaching their potential. For that matter, Paul sought Muriel Tremblay, who is responsible for the personal to discover the issue. Muriel then interviewed an employee named Jeannie Savaria who has worked for the company for over a year and discovered that there had been some lack of motivation from Paul. According to Robbins, S. P. & Judge, (184). Motivation is the process that accounts for an individual’s intensity, direction, and persistence of effort towards attaining a goal. In this paper, I will use the Vroom Expectancy Motivation Theory to explain Jeannine Savaria’s motivation and what can her supervisor do to improve her motivation.

This can also relate to the process theories such as the expectancy and equity theories. The expectancy theory (Appendix c) predicts that individuals will be motivated if they value the reward given for work and believe this is a just reward. By working hard and professionally they can achieve promotion and so become motivated. The basis of the equity theory is related to one’s perception of job input and outcomes and those of their colleagues (Appendix d). Employees in Primark who have high input and outcomes can see these outcomes through the opportunity of promotion. However such fairness does not always arise in Primark.

The expectancy theory was developed by Victor H. Vroom in 1964 as a systematic explanation of individual motivation within the workplace. This theory put forth three key components: expectancy, performance, and valence. From the base component of the theory, which is expectancy, behavior is built by an individual’s value of the reward or valence. Vroom’s theory of expectancy is used by manager to understand how individual employees are motivated and how they will respond to rewards closely tied to the tasks given. Expectancy is proposed to be an individual’s understanding of how their effort leads to a given performance level. Vroom put forth in his theory that individuals believe the more effort put into a task or objective, the better

Vroom’s expectancy theory explains that an individual’s belief that a given level of effort will result in successful performance at task (Fischer and Baack, 2013). This theory includes three primary elements: expectancy, instrumentality, and valence. Effort leads to performance which leads to reward. In Debbie’s case her expectancy and instrumentality is low because she feels no matter how hard she tries she will never get the recognition she feels she deserves with this company. Debbie’s valance was high when she received praise and recognition for obtaining her Master’s degree, but again went low when she learn of the two LPN’s receiving pay increases not for furthering their education or taking on more responsibilities but for complaining.

None of Supervisor A’s employees are doing well with the new process, which was implemented by the company in an effort to help employees meet it’s high production standards and goals. In evaluating motivational force using Vroom’s Expectancy theory of motivation, the employee’s can be divided up based upon their perceptions and shown to have advanced to a certain component of Expectancy theory. After identifying where the employees lie in relation to the three components and relationships of Expectancy theory, we will be able to recommend the correct application of the theory to enhance employee motivation.

According to the expectancy theory of motivation, in the workplace an employee’s willingness to work is dependent upon the end result of working and how important the end result is to the employee. An employee will be more compelled to put forth more effort if it is believed that the consequence of doing so will be a positive performance evaluation. The employee must believe that by achieving a positive performance evaluation, an incentive will be achieved. The incentive, whether it is monetary or advancement, must benefit the employee (Robbins, 2012).

(1) We recommend Perry to use the Expectancy Theory. We believe this theory can solve Perry’s problem well and responds to his concern. “Expectancy theory is based on the premise that a person will be motivated to put forth a higher level of effort if they believe their efforts will result in

The literature review, explain the theories which are related to the case study’s problems in order to the motivation and satisfy employees’ needs. There are three important theories include; organizational motivation justice, Maslow’s hierarchy needs theory, and expectancy theory.

Motivation in the workplace is one of the major concerns that managers face when trying to encourage their employees to work harder and do what is expected of them on a day-to-day basis. According to Organizational Behavior by John R. Schermerhorn, James G. Hunt and Richard N. Osborn the definition of motivation is "the individual forces that account for the direction, level, and persistence of a person's effort expended at work." They go on to say that "motivation is a key concern in firms across the globe." Through the years there have been several theories as to what motivates employees to do their best at work. In order to better understand these theories we will apply them to a fictitious organization that has the following

2. Explain the motivation of these three employees in terms of the expectancy theory of motivation.

Inkson and Kolb discuss the issue of expectancy theory, which is how an employee values the outcome of putting in a lot of effort in order to achieve a goal. ?Motivation declines when there is uncertainty of the lineages between performance and effort? (Inkson and Kolb, 1999, p.327) Outcomes can include bonuses and or praise (extrinsic rewards) and feelings of accomplishment (intrinsic rewards).

Expectancy theory of motivation Hausser Food. Employees and organization both of them have expectation and needs. Organization have expectation to their employees through target. Employees have expectation to the organization or company through their reward if they can reach or above the target. In this point of view The employees of Florida team are feel under rewarded which although they have high E to P that have good P to O

helpful individual, and others viewed his work as being inconsistence and spotty at times. Rios is required to submit a formal performance evaluation on all of her workers, and Barlow’s performance appraisal was the most challenging yet she had to face. Lack of Motivation Barlow’s behavior at the TA can be simply defined as lack of motivation, and this can be further explained in depth by the use of expectancy theory. The expectancy model states, “People are motivated to work when they expect to achieve things they want from their jobs. A basic premise of the expectancy model is that employees are rational people. They think about what they have to do to be rewarded and how much the rewards mean to them before they perform their jobs.”

Reinharth, L., & Wahba, M. A. (1975). Expectancy Theory as a Predictor of Work Motivation, Effort Expenditure, and Job Performance. Academy Of Management Journal, 18(3), 520-537.