Team Work and Motivation

After eight weeks of working with a group of six members, the most important learning experience was learning how to use motivation in a group work. Accurately apply motivation can improve team work efficiency and outcomes. This essay will provide a critical thinking about how to use motivation in a group and discuss which aspect need improvement when apply motivation in a group. In this task, will be concentrate on three areas to reflection and analysis about how to apply motivation in a group. They are ‘managing groups and teams’, ‘planning’ and ‘leadership’. From these three areas to disclose some practical experiences, and make these practical experience

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).

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 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

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.

Clearly defined goals as they relate to the organization can motivate employees through goal setting. Goals challenge to employees to make them want to explore new technology, ideas, and gain insight from a diverse workplace. Additionally, giving employees more responsibility will make them believe they have contributed with a sense of higher importance. Without motivation in the workplace, a business will suffer from the lack of efficiency from employees. Perhaps the most significant of increased employee motivation is that of increased productivity (staff@incentives.com, 2010). Therefore, it is important that employers give their employees an opportunity to work hard for their reward to obtain a high level of performance, which is an essential to the success of any business.

(1) We recommend Perry to use the Expectancy Theory. We believe this theory can solve Perry’s problem well and responds to his concern. “Expectancy theory is based on the premise that a person will be motivated to put forth a higher level of effort if they believe their efforts will result in

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

Victor Harold Vroom developed the first expectancy theory of work motivation. This theory involves three principles, valence, instrumentality, and expectancy (Vroom, 1964). Valence is the value that is put on the anticipated result; a personal aim would be a paradigm of valence. Instrumentality is the belief that success will lead to the preferred product. Lastly, expectancy is the belief that accomplishment is possible. In comparison, Edwin Locke formulated the goal theory. The methodology behind this is performance related; Locke claims that ‘challenging goals, specific goals, participation and knowledge of results’ (Locke and Latham, 1990) all play a part in producing a higher performance level.

Employees who desire promotion, recognition and increment are further motivated set very stretching objectives that its attainment will stand out and qualify for a promotion. Therefore most staff members are motivated to give an outstanding performance in order to meet the set goal and in return for recognition, awards, increment, self fulfillment and promotion since the organization rewards high performers. This is in line with Vroom’s expectancy theory.

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

What are the advantages and disadvantages of working in teams? By reference to relevant theory show how can the disadvantages be reduced or avoided.

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.”

Motivating individuals and groups at work often times can be a challenging task. Individuals must have the desire to want to be motivated. This challenge is difficult as individuals have different types of goals that motivate them. Motivation is typically driven by some sort of recognition. In today’s economic hardship businesses are having to do more with less. Businesses are downsizing, which causes them not to re-hire for open positions or eliminate unnecessary positions completely.

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.