Initiative

Expectancy Theory or "VIE Theory" is based on the premise that motivation happens when three particular conditions are fulfilled: effort, performance, and outcome. Think of motivation as a chain where every connection represents to a condition, and the intersection of every connection represent its components: expectancy, instrumentality, and valence. Within the chain, a man expects their effort will bring about some level of performance (expectancy). The perceived or expected result of their performance level will be considered instrumental to the result (instrumentality). Lastly, a man will put subjective esteem on their conviction about the result (valence). This value will determine how satisfactory the result

The theories relating to the motivational methods and techniques I have chosen to reinforce the information are the two-factor and expectancy theory. The two-factor theory was developed by Frederick Herzberg’s and falls under two categories the satisfier and hygiene factors. The two are linked and are identified as being turned

The senior leadership within Harrah Entertainment, Inc. feel compelled to, and recognizes the need to look inward at its staff to better equip and motivate them with a meaningful compensation strategy to support and achieve their overarching goals. The method currently in place is a customer-satisfaction driven gain sharing bonus plan (Delong & Vijayaraghavan, 2003). The question at hand, are they dealing the right deck of cards to their employees to continue to meet and exceed the goals? In this paper, key players within

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

71). It is believed that profit-sharing really helps build assets in various ways and employees desire to feel as if they are being sufficiently compensated for the function they are accomplishing for the organization. According to research developed in the case study, it can be in the company’s greatest interest to assist employees in building assets, because personnel were more expected to finish out the year if they understood it would guarantee them a bonus (Contemporary issues in human resource management: Case Studies, 2011, pg. 74). Likewise, the analysis discovered personnel would be encouraged to work harder if they anticipated a profit on their efforts by warranting bonuses that amplified in relation to their efficiency (Contemporary issues in human resource management: Case Studies, 2011, pg. 74).

2. Expectancy Theory: Amount of effort individual expend depends on how much reward they expect in return. Group members will put forth a great deal of effort to pass the task because the reward includes passing the course, which for a personal gain is a step closer to the individual’s degree.

Lastly there is effort-performance expectancy, which states that every behavior has associated with it a certain probability of success. With this concept we all needed to understand that our efforts would be rewarded with donations. Once we started to receive donations we used this as motivation to get more.

Expectancy Theory: People exert a high level of effort when (1) he or she believes that effort will lead to a good performance appraisal, (2) that a good appraisal will lead to rewards, and (3)

A theory that says that 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.”

For each member of our group to be high-performing and for the group to perform well as a whole, we must use positive reinforcement by presenting attractive consequences of performing well to one another. In our case, we will use positive reinforcement with the hope of each member showing more enthusiasm, respect, punctuality, cooperation and dedication. To increase these desired behaviors, we ought to reinforce the idea that these behaviors will lead to a good grade, praise from our professors, an enjoyable work environment, and an efficient team. Thus, these behaviors will be more apparent in our group members, and these rewards will likely be achieved. This chain of events from behavior to consequences can also be explained through the Expectancy Theory. With significant effort, our group can meet our standards of high performance. These performance standards will most likely result in the rewards of good grades, compliments for our work and an efficient and enjoyable team dynamic. If we can maintain tight links between effort and performance and performance and outcome using the Expectancy Theory, our group will be more extrinsically motivated.

According to Sowmya, all staff should be rewarded equally without any discrimination. The writer argues that rewarding one staff and leaving the others unrewarded may demotivate the others. I do not agree with him. If all staff is rewarded equally, then it would lead to demotivation of the hardworking staff. A high reward for the hard working staff, then each would always go the extra mile to get the reward DeVries & Kets, 2004).

These intentions are “indications of how hard people are willing to try, of how much of an effort they are planning to exert, in order to perform the behavior” (Ajzen, 1991, pp. 181). Another factor that plays into this dynamic is whether an individual has volitional control over a behavior, meaning if a person has a choice to perform or not to perform this behavior (Ajzen, 1991). In addition, resources such as time, money, skills, and cooperation of others affects the ability of a person to perform the behavior (Ajzen, 1991). Ajzen continues to describe the major factors of the model with the concept of perceived behavioral control, which together with intention, can be used to predict the achievement of a behavior (1991). An example given to explain how a constant intention or an effort leads to a successful behavior is two individuals who have the same strong intention of learning a new sport; even if both people share an equal desire to learn and both attempt, the individual who has more confidence will most likely succeed than the other individual who doubts his or her ability (Ajzen, 1991). All of these factors must be considered when predicting

In principle, the motivation behind chosen behavior is determined by the attraction of the expected outcome. The very core of Vroom’s Expectancy Theory the reasoning processes of how the employee determines the effort behind goal using the motivational elements (Valence, instrumentality, and Expectancy) (Van Eerde & Thierry, 1996). Processing is done before an individual makes the final choice. The expected result, therefore, is not the only determining factor in the decision of performing the task because the person has to predict whether or not the expectation will be filled.

It is often claimed that the theory applies least to unskilled workers and these tend to be the hardest to motivate.

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.