Expectancy Theory And Social Cognitive Theory Essay

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.

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).

The two theories discussed here will be the Psychodynamic Theory and the Social Learning Theory. Psychodynamic theories include the wisdom of Freud and Jung. Freud discusses, defense mechanisms, understanding the ego as it relates to rational thinking and the superego in regard to mortality. Whereas the Social Learning Theory includes those works from Bandura, Watson, and Piaget among others. This theory will focus on imitation, observation and modeling another’s behavior to achieve a certain desired outcome. Although their conceptual theories differ, they both reflect, shape, and interpret the very essence of the human psyche and how we have evolved and developed over the years.

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

The Expectancy Theory suggests that individuals choose a particular course of action after they have – often subconsciously – evaluated three critical components of the theory.

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.

This paper explores a contemporary and widely accepted motivational theory known as Expectancy theory of motivation introduced by Victor Vroom in 1964. It will first explain the three key components and relationships of the expectancy theory of motivation. These components include Expectancy, Instrumentality and Valence. In addition, it will explain how to enhance the motivation of employees in a fictional but real-life modeled scenario using the Expectancy theory of motivation. After studying this paper, the reader should be able to explain the main components of the Expectancy

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).

There are many theories that attempt to explain the cause of crime. Two theories for the cause of crime are the Psychological and Social Process Theory. According to Schmalleger (2015), psychological theorist believe “crime is the result of inappropriate behavioral conditioning or a diseased mind” (p. 78). Social Process Theory claims “crime results from failure of self-direction, from inadequate social roles, or from associating with others who are already criminals” (Schmalleger, 2015, p. 103). Another theory is Conflict theory, Schmalleger (2015) states that according to conflict theory “crime is a natural consequence of social, political, and economic inequities” (p. 77). Another approach to crime causation is the Sociological theories which argue “the individual is a product of his or her environment” (Schmalleger, 2015, p. 103).

Path-Goal theory seeks to educate leaders in using the expectancy theory to improve employee performance and satisfaction. Management scholar Robert House (as cited in Knight, Shteynberg, & Hanges,

Savaria’s motivation can be supported through the Vroom Expectancy Motivation Theory. This theory links the performance of an individual effort to his motivation with the purpose of increasing satisfaction and minimizing dissatisfaction. According to Vroom, the performance of an employee is based on individual factors; personality, skills, knowledge, experience and abilities. The Vroom theory accounts to three variables; Expectancy, Instrumentality, and Valance.

The process of learning criminal behavior by association with criminal and anticriminal patterns involves all of the mechanisms involved in any other learning process.

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.”

Radosevich, D. J., Levine, M. S., Sumner, K. E., Knight, M. B., Arendt, L. A., & Johnson, V. A. (2009). The role of expectancy theory in goal striving processes. Journal Of The Academy Of Business & Economics, 9(4), 186-192.