Leadership - Motivation and Performance

Employee expectations are also critical influencing the reward structure. Meeting employee’s expectations is important to generate a motivated work force. The employee’s need and

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

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

Expectancy Theory is a mental form of motivation. It is based how employee makes their decisions and why they are motivated to perform the task. It identifies the motivational force behind the decision (Van Eerde & Thierry, 1996). Motivation is predetermined before an employee will complete an assignment (Kopp, 2014). The components that contribute an employee’s motivation are a positive link between their effort and performance; the performance leads to the reward and the reward satisfies an important need of the employee (Kopp, 2014). Vroom’s Expectancy Theory is based on three components these are Valence, Expectancy, and Instrumentality. These components are directly linked to

Motivation, “the willingness of an individual to exert high levels of effort towards organizational goals”, (class, session 4) can be separated into two subsets: intrinsic and extrinsic. Where intrinsic motivation gives individuals “a sense of accomplishment and/or [a feeling] the task is worthwhile,” (class, session 4) extrinsic motivation offers tangible rewards such as praise or bonuses. As companies define rewards in an effort to keep employees motivated they often use the expectancy model as guidance. The model suggests that individuals determine their actions based on motivation for an established outcome, and success of the model relies on close links among its three main components: effort, performance and outcomes (class, session

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)

When an organization does not reach the goals mandated by the leadership of that company there has to be an examination into what causes that breakdown. By looking into the different areas of the company from leadership down to the workers, management can ascertain what needs correction. By having an outside investigation done there are biased findings, and the advised changes are made from pure facts. The industrial/organizational psychology used to help build up failing company includes performance analysis, different leadership theories, and team or group structure. Woody’s Veneer Factory has opted to contract an

“The expectancy theory argues 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” (Ramlall, 2004). There are three factor that are seen has to how behavior is directed. These components are referred to as Expectancy, Instrumentality, and Valance. Expectancy is the belief that increased effort will lead to increased performance (Ramlall, 2004). With the expectancy component people believe that if they work harder it will be a better outcome. In order for this expectancy component of the Expectancy theory to be a positive one, employees must have the tools and resources that they would need to put forth a great deal of effort (Lunnenburg, 2011). This is where the training aspect in our motivation plan will come into effect, if where can provide employee with the right resources and tool, and provide a positive work environment, the employee will place high effort to achieve the goal.

When presented with the challenge of change, two topics in particular came to mind. Leadership effectiveness and motivation both provided a change that many can agree on and drive to instill within themselves. After reviewing these two topics, I concluded that they would be the changes to implement within my own life and began to make an effort to challenge myself. Currently, I am positioned as a Youth Mentor Supervisor within a residential treatment program for girls, ages 13 to 18, and felt that these two subjects would be the most beneficial. For leadership effectiveness, I wanted to challenge myself to be a better leader for my peers, employees, as well as clients. As for motivation, I wanted to work intrinsically to find my drive to not just accomplish my daily life, but rather to conquer it. I also wanted to change my motivation efforts to better help my clients to conquer their daily lives as well.

Sam Houston State University ________________________________________________________________________ ABSTRACT Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables that reflects individual differences in work motivation. From a management standpoint, the expectancy theory has some important implications for motivating employees.

The expectancy theory of motivation clarifies the behavioural handle of why people select one behavioural alternative over the other. This explanation specifies that there is a definite relationship between efforts and performance, the outcome of a high execution will result in a desirable reward, a reward from an achievement will satisfy a significant need, and/or the result fulfils that they require sufficient to make the exertion beneficial.

This paper will talk about motivation and with a focus on American Chocolate Factory. Since motivation is pretty broad, our group decided to focus more on expectancy theory. We will also talk about the theory’s background and discuss about the pros and cons and how can this theory applied to local business. In order for our group to find out more information about expectancy theory, we decide to interview the general manager of American Chocolate Factory. The person we interviewed was Rich Huang. He basically handles all the operations and training of their employees. Interviewing Rich about the research really helped us understand and learn more about motivation and the expectancy theory. We will share the information

Expectancy theory is a motivational theory by Victor Vroom that explains that an employee will exert a high level of effort when they feel motivated (Dr. Zina’s Notes). In short the expectancy theory is based on why an individual is motivated. Individuals feel motivated when they believe that effort will lead to good performance or in others words known as the effort to performance relationship. If employees believe that their effort will increase their performance and recognition then they will work much harder. This particular (effort to performance) relationship is called expectancy and it tries to answer the question of whether increased effort or skill will lead to increased performance appraisal (Dr. Zina’s Notes). Furthermore a positive expectancy states if a person works hard then their productivity will improve. The answer depends on the company, but a lot of times simply increasing effort does not lead to performance appraisal because the employers are human and are subjective (Langton, Robbins, & Judge, p. 121). Furthermore they have all types of perceptual biases, cognitive biases, and sometimes value other intangible qualities such as loyalty, trustworthiness, and an individual’s character over their (employees) productivity (Langton, Robbins, & Judge, p. 121). Moreover increasing effort does not lead to an increased productivity because a person might lack the skills necessary to perform a certain task well. There are several ways of improving employee’s

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

The expectancy theory of motivation has become an increasingly popular model for predicting work performance and job preference. The empirical tests of this model have typically employed correlation analysis to