Expectancy Theory of Motivation

cart track head EXPECTANCY THEORY OF MOTIVATION antepast surmise of need Expectancy Theory of Motivation Companies need to visualize the practice of motivation for them to contact sound output from its employees which leave alone forgo to full output from the follow. The expectancy theory of motivation proposed by lord Vroom will help companies to understand how to achieve this motivation level. The theory of motivation states that employees motivation is the outcome of how much of individual wants a reward. The theory revolves around three distinct perceptions.The starting line chemical element of the theory is the Effort- death penalty relationship. The provability perceived by the individual that exerting a given amount of parturiency will lead to exertion (Robbins & Judge, 2007, p. 208). The second component of this theory is Performance-reward relationship. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desire outcome (Robbins & Judge, 2007, p. 208). The ternion component of this theory is Rewards- somebodyal goals relationship.The degree to which organizational rewards run into an individuals mortalal goals or inescapably and the attractiveness of those potential rewards for the individual (Robbins & Judge, 2007, p. 208). The Expectancy Theory of Motivation had to very important beliefs that help effected the above model. The first base belief is that Effort-to- murder expectancy is the individuals sensation that travail will lead to above performance. The person will determine if the performance expected of them target be reached by an amount of case inside their ability.If this person obtains they tummyt achieve this performance level at bottom their abilities accordingly the outcome to regard the goals will be low. This will cause the person motivation effort to be low. If the person feels that the performance level that is required of them is in reach of t heir abilities then they be likely put the extra effort in and be motivated. The second belief connect performance to outcome through instrumentality. This is where a person is motivated when that person feels the performance is explicit and cook up instrument to fulfill their personal outcome. Therefore a erson will be motivated if the person believes that opposition the performance of organization will bring their in demand(p) outcome. The other chore arises if the person does not feel their in demand(p) outcome will not be achieved then they may not put in any or very little effort to meet the performance of the organization and will they will not be motivated in the first place. The company management mustiness caboodle goals that can be attainable for the person to be motivated and succeed and benefit the person outcome. This can be achieved through a promotion, indemnityes, and praise.The company from the given scenario has set the goal to produce goods of extra q uality and the company is expecting employees level to be very high. Few of the employees feed been able to handle these new processes. Then we read learned that the expectancy relationship has been fulfilled and is working. The problem with the given scenario must line somewhere within the instrumentality relationship. The given scenario shows there is no lucre difference between the workers who argon good performers and the workers who are the ruinous performers.One other point is that the bad performers bring penalties in their salary. The level of bonus that is offered for meeting the goal of the company is not high replete with the required effort according to the employees. Last social occasion about the scenario the amount of pay given for extra time is higher than the bonus given for performance and shut away overtime is created by because of the slow performance. The employees understand it is repair to work slow and get better instrumentality then through fast w ork. Looking at the given scenario there has to be some circumstances give up to be addressed.One item that needs to be addressed is the slow work with some of the employees must be possessed of strict salary penalties. The next item to be addressed is that with better performance the bonus levels need to be compensated higher. This will make the employees that are capable running processes put in place by the company put in more than effort to reach the performance desired as they will desire the new bonus. The employees that are not capable will put more of an effort and be motivated to reach the selfsame(prenominal) desired higher bonus and not see to it a penalty in salary.The last item to be addressed is management should reorganize the operations so that the bonus pay is higher than the overtime work performed this way employees will not see the benefit of working the overtime as the performance bonus will be more desirable. We have shown the key features of the expecta ncy theory that was proposed by Victor Vroom which illustrated a scenario which we implemented corrective hitch to boost the efforts of employees. Reference Robbins, S. P. , Judge, T. A. (2007). Motivation Concepts. In (Ed. ), organisational Behavior (pp. 208-214). Upper Saddle River, New tee shirt Pearson Prentice Hall.Expectancy Theory of MotivationRunning head EXPECTANCY THEORY OF MOTIVATION Expectancy Theory of Motivation Expectancy Theory of Motivation Companies need to understand the practice of motivation for them to achieve full output from its employees which will lead to full output from the company. The expectancy theory of motivation proposed by Victor Vroom will help companies to understand how to achieve this motivation level. The theory of motivation states that employees motivation is the outcome of how much of individual wants a reward. The theory revolves around three distinct perceptions.The first component of the theory is the Effort-performance relationship. The provability perceived by the individual that exerting a given amount of effort will lead to performance (Robbins & Judge, 2007, p. 208). The second component of this theory is Performance-reward relationship. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desire outcome (Robbins & Judge, 2007, p. 208). The third component of this theory is Rewards-personal goals relationship.The degree to which organizational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential rewards for the individual (Robbins & Judge, 2007, p. 208). The Expectancy Theory of Motivation had to very important beliefs that help complete the above model. The first belief is that Effort-to-performance expectancy is the individuals awareness that effort will lead to above performance. The person will determine if the performance expected of them can be reached by an amount of effort within their ability.I f this person feels they cant achieve this performance level within their abilities then the outcome to meet the goals will be low. This will cause the person motivation effort to be low. If the person feels that the performance level that is required of them is in reach of their abilities then they are likely put the extra effort in and be motivated. The second belief links performance to outcome through instrumentality. This is where a person is motivated when that person feels the performance is explicit and equal instrument to fulfill their personal outcome. Therefore a erson will be motivated if the person believes that meeting the performance of organization will bring their desired outcome. The other problem arises if the person does not feel their desired outcome will not be achieved then they may not put in any or very little effort to meet the performance of the organization and will they will not be motivated in the first place. The company management must set goals that can be attainable for the person to be motivated and succeed and benefit the person outcome. This can be achieved through a promotion, bonuses, and praise.The company from the given scenario has set the goal to produce goods of extra quality and the company is expecting employees level to be very high. Few of the employees have been able to handle these new processes. Then we have learned that the expectancy relationship has been fulfilled and is working. The problem with the given scenario must line somewhere within the instrumentality relationship. The given scenario shows there is no salary difference between the workers who are good performers and the workers who are the bad performers.One other point is that the bad performers bring penalties in their salary. The level of bonus that is offered for meeting the goal of the company is not high enough with the required effort according to the employees. Last thing about the scenario the amount of pay given for overtime is higher th an the bonus given for performance and still overtime is created by because of the slow performance. The employees understand it is better to work slow and see better instrumentality then through fast work. Looking at the given scenario there has to be some items have to be addressed.One item that needs to be addressed is the slow work with some of the employees must have strict salary penalties. The next item to be addressed is that with better performance the bonus levels need to be compensated higher. This will make the employees that are capable running processes put in place by the company put in more effort to reach the performance desired as they will desire the new bonus. The employees that are not capable will put more of an effort and be motivated to reach the same desired higher bonus and not see a penalty in salary.The last item to be addressed is management should reorganize the operations so that the bonus pay is higher than the overtime work performed this way employe es will not see the benefit of working the overtime as the performance bonus will be more desirable. We have shown the key features of the expectancy theory that was proposed by Victor Vroom which illustrated a scenario which we implemented corrective intervention to boost the efforts of employees. Reference Robbins, S. P. , Judge, T. A. (2007). Motivation Concepts. In (Ed. ), Organizational Behavior (pp. 208-214). Upper Saddle River, New Jersey Pearson Prentice Hall.