The Expectancy Theory of Motivation

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In today’s workforce there are many reasons why individuals get up every day and go to work. For most it is because they have bills to pay and this leads to their motivation to work is for the outcome of a paycheck. That is true for most, but how does motivation apply to an individual once they are at work and must perform their daily duties? No matter that is painting houses or a high level CIO building the backbone of a fortune 500 company, these individuals’ performances are based on their expectations of something in return. Some may put out more effort than others for their various reasons. How does a supervisor, director or owner get peek productivity out of there employees?
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)
In the case of the audio products company there are several issues with the new production process which can be explained by the relationships of the three previously stated elements:
1. Effort-Performance Relationship
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