...Expectancy Theory Of Motivation Juan Fernandez LET1 Task 317.1.1-06 The theory focuses on three relationships: effort-performance, performance-reward, and rewards-personal goals. effort-performance states that an individual displaying a certain amount of effort will lead to a successful performance. performance-reward states that the individual believes that performing at a certain level will lead to some sort of benefit. rewards-personal goals states that is the degree which the organization or persons satisfy the needs or wants of the individual. This theory is based on the individual’s motivation. Either they are motivated to perform at a high level by effort, performance or reward by reason of expectance. i.e salary increase, bonus. Often this is the most challenging situation of an organization. The key is to find out what motivates the employee. By employing this theory we can begin our organizational success in developing a solution that will work for the type of industry and employees we have. In the situation that we are presented with we have a company scenario of professional audio products. That provides the highest quality in the industry. In addition we are also tasked with evaluating the scenario further to provide high production standards. Immediately we can assume that the company is a manufacturing company that requires jobs of various kinds. The one key factor that we can ascertain is that the job is arduous and repetitive. This type of work may...
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...In given situation the audio company is not increasing the performance of its employees in key areas. It appears that the expectancy theory of motivation is not fully understood by the leaders of said company. The company is striving for high volume and high quality at the same time although this is often difficult for companies to achieve in a short period of time, it is obtainable. The said company can improve the performance of its employees by fully understanding and applying the expectancy theory of motivation. There are three key elements of this theory and are as follows: 1. Expectancy, the thought or belief that an individual’s direct effort will attain goals and desired performance. 2. Instrumentally, is the thought that once the goal or performance is met that there will be a direct and applicable reward for such effort. 3. Valence, is the thought that the value of said reward for performance, or acquired goal, will directly meet the needs and desires of the individual putting forth the effort to meet said goals. The said company can apply this theory in the following manner to increase not only production but employee morale. 1. Train the supervisors and ensure they are fully aware of how the theory works, and teach them to implement the theory and integrate into the current work force effectively. It is my belief that all supervisors also must be held the same theory. Upper management needs to ensure that they are effectively teaching and also have directly proportionate...
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...LET1 TASK 317.1.1-06 LET1 Task 317.1.1-06 1. To understand the Expectancy Theory of motivation, you must first understand the three key components of this theory. The three key components are Expectancy probability, 1 Instrumentality probability, and Valence. To determine your motivational force, you must assign a value or level of importance to each of the three components. The first key component of the Expectancy Theory of motivation is Expectancy probability. In this component, you see the effort to performance relationship. You determine how hard you want to work on a project based on the level of performance or outcome desired. If you desire to meet the goals of a task (performance), you have to consider how much work (effort) is required. When more effort is invested into a project, better results are typically expected. However, in a situation where more effort invested does not yield better results, you could expect to see the employee put less value on this component. This is because they may not see the benefit in the extra effort. The second key component of the Expectancy Theory of motivation is Instrumentality probability. This involves the relationship between performance and reward. With this component, you associate how much effort you are willing to put into a project based on the expected benefit of accomplishing the goal. When an employee feels that he or she will get more benefit than other employees when they work harder, they feel they have an incentive...
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...LET1 Task 317.1.1-06 The Expectancy Theory of Motivation 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. Listed below are three relationships derived from the Expectancy Theory of Motivation that was created by Victor Vroom at Yale University in 1964. The first relationship is Effort performance. What is the likelihood that the individual's effort be recognized in his performance appraisal? It can be viewed by the individual as personal recognition by someone in management, or another person. In the scenario, the company could use this relationship by motivating their supervisors about the task so they can pass it over to their employees. They can also educate their employees on what to expect and let them know how performance will lead them to rewards and praise. The second relationship is Performance-reward relationship. The definition of this relationship is an employee who believes that getting a good performance appraisal will lead him to organizational rewards, such as a salary increase and bonus. In the scenario, the company can create a reward program that is directly tied to the employee's performance. With a positive performance from the employee, it will reward them with bonuses that would motivate and encourage the less productive employees in achieving the same goals...
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...LET1 Task 1 317.1.1-06 THE EXPECTANCY THEORY OF MOTIVATION The expectancy theory of motivation refers to the belief that an employee will perform better if there is a reward for this performance and if this reward is lucrative to the employee. The three key components of the expectancy theory of motivation are the relationships of effort to performance, performance to reward, and rewards to personal goals. The effort to performance relationship refers to the thought that putting forth a certain amount of effort will result in a desired performance. An example of this would be would be an employee working harder than everyone else to be the highest producer in the company. The performance to reward relationship refers to the belief that performing at a certain level will lead to a reward for this performance. An example of this would be a bonus for reaching a certain production quota, or an increase commission percentage for reaching a certain sales level. In the given scenario, the company’s employees have no reason to be motivated. The employees rarely receive a bonus for meeting production goals and when they do, the reward is so small that it is not worth their while to put forth the extra effort. They would rather take longer because a few hours of overtime pay is more than the production bonus. Workers are also very rarely penalized for slow production. I would apply the expectancy theory of motivation in the given scenario in the following...
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...| LET1 Task 1 (317.1.1-06) Behavioral Influences | | First Name Last Name Student ID# 00000000 My Mentor: First Name Last Name Program and Start Date: Bus.Mgmt.- IT 01/01/01 | | 12/30/2011 | Apply the concepts of the expectancy theory of motivation as an approach to improving performance in a given workplace situation. | 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 thus 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? Whether that is bolting doors on cars in an assembly line or web developers working on the next big internet company, these individuals’ performances are based on their expectations of something in return. Some may work harder or more efficiently than others for many reasons. How does a manager, supervisor or foreman improve this behavior in order to achieve optimal production? The Expectancy Theory of Motivation was first conceived by Victor Vroom at Yale University in 1964. This theory explains the behavioral process of why individuals choose one behavioral option over another. It also explains how they make decisions to achieve the end they value. Vroom introduces three variables within the expectancy theory which are valence (V), expectancy (E) and instrumentality (I). The three elements are important...
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...WGU LET1 Task 317.1.1‐06 Behavioral Influences Darryl Shivers 7‐19‐12 What is the Expectancy Theory of Motivation? The expectancy theory of motivation was created by Victor H. Vroom from his study on the motivation behind decision‐making. It states simply why an individual chooses to act out a certain behavior as opposed to another one. It consists of 3 parts: The 1st term we will discuss is Valence. This refers to an individual’s perception of the reward they will receive for doing the work or for the effort they will put out. If they fill the reward is something of use to them they will put forth the effort to achieve the goal necessary to get the reward. However if they detect no benefit for themselves, then they will put out less of an effort to meet the goals. In the scenario we can see this illustrated perfectly. “Some who do not have difficulty with the process feel that it is not worth putting in extra effort to reach the production goals. There is usually no difference in salary increases among those who meet department goals and those who fall short of the goals.” The employees that can accomplish the new production standards and company goals see no reward in accomplishing the tasks. So my suggestion would be for the company to rethink the goals and bonuses for achieving the goals a little differently. They need to set realistic goals that the employees can accomplish and instead of a monetary reward may be offer paid time off for example if you reach your goal you ...
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...LET1 Task 317.1.1-06 Expectancy Theory of Motivation Western Governors University Effort verse reward. This is a common discussion among many business executives, teachers, military leaders and other individuals that are in a supervisory role. A frequent question that I’m sure is often asked of oneself being in a supervisory role is “What can I do to get the desired results that I want/need, or am being told to achieve; from the people I am directly responsible?” And to answer that question and others like it is the Expectancy Theory. What is the Expectancy Theory? The Expectancy Theory of motivation was brought to life in 1964 by Victor Vroom of the Yale School of Management, during “his study of the motivations behind decision making.” (Expectancy theory (2008). Retrieved August 8, 2012, from http://en.wikipedia.org/wiki/Expectancy_theory). What Vroom was able to theorize is that there are three components that comprise the Expectancy Theory of motivation: expectancy, instrumentality and valence, as defined below. Expectancy (effort > performance) – expectancy is an individual’s belief that they can reach a desired goal by putting forth a certain amount of effort. This belief is usually based on one’s past experiences, amount of self-confidence and how difficult they view the goal. For example, I want to be able to bench press 300lbs. again. I’ve done it in the past already, so I’m fairly certain I can do it again with a strong commitment to the gym, eating...
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