Vroom 's Model Of Expectancy Theory

All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated.

However, only two of the five behaviors and actions are related to employee motivation. The most relevant of two requires managerial level employees to foster an attitude of gratitude and send thank-you notes to other deserving employees. A recent study by MarketTools Inc. for Globoforce confirms that a lack of sincere recognition provided to employees is a leading cause of turnover. The study identifies a solid correlation between the level of recognition delivered by managers and the loyalty of their direct reports (Sun). Thus, thank-you notes are cheap and simple yet sincere and an effective way of showing recognition to employees which will increase their loyalty and motivation.

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

While everyone may want to be rewarded for a job well done, everyone has different motivations that need to be taken into consideration. Everyone wants to be recognized for their performance and meeting or exceeding standards in the workplace. We have been groomed since infancy to expect a reward for meeting small achievements and major milestones, whether it was a celebratory smile from our parents for eating mashed carrots as a toddler, or walking across the stage to receive our diploma at graduation.

(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

Similar to the equity theory, the expectancy theory has three elements that must be met in order for an employee to exert extra effort on a task. The first of the three elements of the equity theory is valence, which is how much an employee desires the reward at stake. It is based on an individual’s needs, goals, values, and source of motivation. Expectancy is the self-estimate of probability of obtaining the reward. It is the belief that an effort will result in attaining the desired performance goals.

22). This is because of manager’s lack of direction and lack of feedback. Employees need to know what their functions, authority, responsibilities, and expectations are in the job and then have continuous feedback to know what they have excelled at and “what opportunities they have for improvement” (Allenbaugh, 1983, p. 22). Many studies have revealed that performance appraisals do not meet the employer or the employees’ expectations because they focus mostly on the individual’s weaknesses. In addition, they determine the individual’s reward while also trying to develop an employee through feedback for improvement. Because of this, employees normally are very defensive about any negative feedback because they want to appear good in order to be rewarded for their past performance. In conjunction with low levels of trust, “management studies have concluded … that negative feedback can lead to deterioration of performance—just the opposite of what the performance appraisal system was intended to do” (Allenbaugh, 1983, p. 23). This makes the performance appraisal ineffective for developing an employee and usually results in the performance appraisals vanishing from the organization (Allenbaugh, 1983). Kuvaas (2006) conducted a study of the effects of performance appraisals on intrinsic motivation. The study included 593 employees from 64 banks in Norway. The results showed that highly intrinsically

Expectancy theory proposes that an individual will behave or act in a certain way because they are motivated to select a specific behavior over other behaviors due to what they expect the result of that selected behavior will be. For example, everybody should wash their hands after using the rest room. Cleaning hands is one of the most important steps to take to avoid getting sick and spreading germs to others. Many diseases and conditions are spread by not washing hands with soap and water. One of my good friends Trae, decided to cook shrimp chicken carbonara for lunch last Saturday. Trae is a little muscled, naturally tan, natural black hair, clean shave, he had on a blue baggy short and tight white shirt. He has a low fade hair, dark brown eyes. While cooking lunch he decided to

Imagine what would happen if the company elects not to invest in training leaders; the employee is going to feel as if their effort goes unnoticed and revert into the ‘Critter State’. The employee will not want to stay with the company for much longer. That is why it’s so important for leaders to be aware of the environment they create and ensure that employee feel valued enabling the ‘Smart State’ of the employee to come out. A leader that is trained will ensure that employees are full aware that they are valued and important to the company.

Expectancy Violation Theory is an objective theory that is classified as a socio-psychological tradition on Griffin 's map of theory tradition. Socio-psychological tradition emphasizes the scientific perspective looking for cause and effect relationships that can predict trends and results. This theory

Contentment and satisfaction of employees is extremely important as jobs are becoming more specified, selecting and training another set of workers is a long, expensive process. Motivation is the strongest, most efficient way to keep employees happy and at peak performance and things such as just saying “thank you” go a long way. In a study completed by Forbes, who polled over 2,000 professionals found that 53% of workers are more likely to stay with a company for a longer period of time solely based off of them receiving more appreciation from their boss/manager. That same study also found that 81% of workers are more motivated at work when their boss shows appreciation or thanks. Human resources has a huge part to play in this because of their role in the development, maintenance, and retention of employees. The HR management must make sure that bosses and managers with workers under their supervision feel appreciated and heard. This will lead to the employees working harder and/or better, making them more proud and happy, while benefiting the business by having a more efficient worker.

“The biggest job we have is to teach a newly hired employee how to fail intelligently. We have to train him to experiment over and over and to keep on trying and failing until he learns what will work,” (Kettering, 2010). Employee training is important in any job if an employer wants to be sure the job is done correctly. Training can help further an employee’s career because he or she will get better at his or her current job so the employee needs a new challenge. Career development is an employee’s responsibility so if they want to continue in the same company, they must think long-term when

Being rewarded and recognised for their work or contribution is what keeps an employee motivated to work towards achieving the organisational as well as personal goals. When the employees is motivated by rewards, they will have job satisfaction consequently increasing the productivity of the organisation. It necessitates the need of managers to pay more attention in understanding their employees and come up with suitable types of reward systems for the organisation so that the employees are intrinsically and extrinsically motivated all the time. The hypotheses that I put forward here is to support this statement that effective reward management is critical to

Behling, O., & Starke, F. A. (1973). The Postulates of Expectancy Theory. Academy Of Management Journal, 16(3), 373-388.

One of the most important tenets of this theory is that management must have a high degree of confidence in its workers in order for this type of participative management to work. Theory Z stresses the need for enabling the workers to become generalists, rather than specialists, and to increase their knowledge of the company and its processes through job rotations and continual training. In fact, promotions tend to be slower in this type of setting, as workers are given a much longer opportunity to receive training and more time to learn the intricacies of the company's operations. The desire, under this theory, is to develop a work force, which has more of a loyalty towards staying with the company for an entire career, and be more permanent than in other types of settings. It is expected that once an employee does rise to a position of high level management, they will know a great deal more about the company and how it operates, and will be