Expectancy Theory of Motivation at Use in the Workplace

of the company encourages the same. The research will align the reward system and ultimate goals

Talking about compensation, it should be in the same level offered by other companies as tempting pay attract, keep and develop effective

Motivation is the need or desire to do something. Psychologists view motivation in four aspects: biological, emotional, social and cognitive with each aspect supported by a theory. The biological aspect of motivation is supported by the Evolutionary perspective which suggests that instincts “complex, unlearned behaviors that have a fixed pattern throughout a species” are what motivate us to act. For example, the fight or flight response which makes animals act when they are facing a threat. But this theory fails to explain why we sometimes act in ways going against our instincts. Another theory, the Drive-Reduction theory, which suggests that maintaining homeostasis (state of physiological equilibrium) is what drives us to act supports the emotional aspect of motivation. Basically, a sad person might watch comedies to keep a balance between happiness and sadness and a hungry person will eat when he is hungry. The Drive-reduction theory also presents some limitations, for example, using this theory it is hard to explain why people eat when they are not hungry or sleep when they are not sleepy. The third theory, the theory of optimal arousal, suggests that we are motivated by our desire to maintain an optimal level of arousal. Optimal arousal theory supports the cognitive

The Expectancy Theory of Motivation (hereafter “The Expectancy Theory”) is theory that states: “the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.” (Robbins & Judge, 2012) The theory is among the most widely accepted theories relating to motivation. (QuickMBA, 1999-2010)

Managers are to make all employees aware of the opportunities for profit sharing based on the achievement of goals. Verbal and monetary recognition will be used to reinforce good behavior, to motivate employees, which will increase their performance leading to additional recognition and job satisfaction.

In the introduction and chapter one of Drive: The Surprising Truth About What Motivates Us, Daniel H. Pink expressed how behavioral science can change the common understanding of people’s driving force and suggests a more helpful way to better performance. Pink mentioned that there are two main drives that are powered by behavior. First is the biological drive which comes from within individuals and the second drive comes from without rewards and punishments the environment provides for performing in particular ways. However, a scientist named Harry F. Harlow came up with a third drive after experimenting with monkeys and Harlow called it the “intrinsic motivation.” Harlow said that to completely comprehend the human condition, people have

'Motivation is a process that influences the direction, persistence and vigour of goal-directed behaviour. Psychology 's diverse theoretical perspectives views motivation through different lenses. (Passer, Smith, Holt, Bremner, Sutherland, Vliek., 2009, p.475). The psychological motivational theory that I

Motivation is a complex concept to define and is persistently explored not only by psychologists but also by many global organizations. With reference to the Oxford dictionary, motivation is "a reason or reasons for acting or behaving in a particular way". In contrast to the definition, there are numerous theories that attempt to explain the true nature of the concept. As a result of the diverse beliefs, it is argued that there is no single reliable theory that can be used to solve motivational issues.

Motivation is the force that makes us do things: this is a result of our individual needs being satisfied (or met) so that we have inspiration to complete the task.

In this case these workers are needing to have a change in their compensation to create a stronger correlation between meeting department goals and salary increase. These employees would generally increase their effort, if there was a distinctive

One view held by cognitive theorist an individual’s motivation is based on value and expectation (Textbook 370). According to this theory, people are motivated to preform behaviour to the extent

Motivation is the reason or purpose behind action, or what causes one to act in

Mankind derives their motivation from five varying sources. Physiological factors are motivations such as when sexual interests are developed by specific areas of the brain or hormones. Motivation also impacts our behavior. We have a motive to get fed, quench our thirst, and take a nap. Humans are also motivated by our emotions, such as love, hate, envy, and fear. These can cause our behavior to change in any drastic direction, from donating to the poor or senseless violence. Cognitive factors are motivations that affect your behavior by how you look at the world, personal beliefs, and your physical capabilities. The final factor of motivation comes from social and environmental motivations. Examples of this factor include anything from parents and teachers to televisions and the internet. (Bernstein 2014, p. 298)

All these theories are intended to motivate employees that already work for the organization. However, these theories can also be applied to prospective employees, because they must be motivated as well. In this

Baron (1983) says that “motivation is a set of process concerned with a kind of force that energizes behavior and directs it towards achieving some specific goals” (Baron, 1983, p. xxx). According to Kreitner and Kinicki (2001, p.162) motivation represents “those psychological processes that cause the stimulation, persistence of voluntary actions that are goal directed”. Consequently, these definitions lead to the assumption that motivation is something evolving from within an individual as well as the individual being influenced by external factors.