In-Depth Summary of Expectancy 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).

Self esteem and confidence can be developed by a manager giving good constructive support to a worker. This is then reflected by their performance in the workplace.

It is clear that some employees feel they are incapable of meeting the new goals set by the company because they lack the physical ability. No matter how much more effort they exert, they cannot meet the goal, so they are not motivated to try harder. If the company were to provide additional job training, they could improve their employees’ confidence in their ability to physically do the work required of them. This would improve the employees’ belief that increased effort will result in improved performance, or expectancy. Furthermore, if the company were to provide a valuable bonus, increase in salary, or other incentive for completing this training, they could ensure that employees are motivated to make the most of the training. Once employees have improved their self-efficacy via additional training, they are more likely to achieve the production goals.

Every day we make predictions. Its subconscious, but we do. Imagine meeting someone for the first time and you predicted shaking the person’s hand. In fact, you may have even extended your hand out, if the person you were meeting took the hand and pulled it into a hug, you have just experienced a violation of what you expected to happen. This is called expectancy violations theory. The expectancy violations theory was developed by Judee Burgoon. The theory is an in-depth look into how people respond to an offense to what they perceive as a social norm. Individuals make predictions based on their past interactions and have compiled their own expectations.

1. What theories of motivation help explain Charlotte’s demands and the reactions of other employees to those demands? The Expectancy Theory by Victor Broom is based on the assumption

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.

The Expectancy Theory of Motivation was first coined by Victor Vroom at Yale University in 1964. This theory lays outs the process of why individuals choose one behavioral option over another. It also explains how they make decisions to achieve the end they seek. Vroom introduces three variables within the theory which are valence (V), expectancy (E) and instrumentality (I). The three elements are behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy), performance-outcome expectancy (P>O expectancy). (Rao, 2000)

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

Everyone wishes the best part of everything. We all want every single bit of the world to be in favor to us. But we all know that it will not happen every time, it is the world’s nature already. That is why we cannot help but want, hope and expect. We live our lives with expectation may it be just simple or huge. We expect the food to be ready even if it is not, we expect ourselves to arrive early but something happened, we expect the work to be easy but it needs much force. We expect small things to be easy ad expect big things to be hard, so we settle on the small things but then eventually we will find out we are wrong. Most of us want to live in a perfect beautiful world but we should open our eyes and tell ourselves about the reality. The reality is not all things are permanent and everything cannot be yours. There is no wrong with being hopeful and optimistic but somehow we should learn to care about the worst happening that will happen also.

This journal article on the path-goal approach theory is a study that carefully examines the rapport and connection amongst leaders and followers job expectancies. This model designed by House (1974) addresses the directive, supportive, participative and achievement –oriented components of leadership and subordinates. Additionally, it studies the conduct and character of leaders while investigating situational contingences that transform those behaviors. Therefore, the leader’s role in this model is to ensure that they provide guidance and support while demonstrating behavior that is motivational by inspiring followers to work diligently to achieve organizational goals that were carefully outlined to facilitate success. Hence, the purpose of this study was to test the validity of the path-goal theory with reference to expectancy theory. Conversely, it revealed that cellular companies gives adequate powers to its managers to offer incentives to individuals performing at high levels. However, a weaker relationship between the leader conduct and the followers’ job expectancy was the outcome. One exception noted was that of supportive leader behavior which was revealed at the conclusion of the study. Subsequently, the behavior of the leader had a tremendous impact on outcome. Leaders must assist subordinates throughout the path by eliminating road blocks along the way. The primary function of the leader in this research was to motivate subordinates and increase payoffs

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

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

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.