...the goal of every manager and leader to motivate their subordinates and peers as much as possible. But how can they do so? Andrew J. DuBrin explains the foundations of motivation in his book “Leadership: Research findings, practice, and skills” according to the expectancy theory, which, simplified, explains the positive relationship between the amount of effort somebody puts into a task and the reward he expects from it in return. He refers to valence, instrumentality and expectancy as the underlying factors of motivation. The concept might seem rather theoretical at first, so I will try to apply it to a concrete example in order to point out and understand better its practical significance. Particularly interesting in this context is an organizational experiment described by Sterling Livingstone in his classic article mentioned above. In the experiment, a manager of an insurance company grouped his teams of agents according to their performance and found out that teams only consisting of “poor” performers tended to become even worse, whereas the superior agent improved their performance significantly. I will quickly analyze the factors that influence motivation in such a group according to the expectancy theory: Valence is the attractiveness of an outcome to a specific team member, for example, the successful completion...
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...have something useful to present”. Thus George questioned his effort and saw that even after he worked around the clock and arrived early to work on the project he could still not impress them with his report. This relates to Effort to performance outcome of the expectancy theory which refers to an individual’s perception that his or her effort will result in a particular level of performance it falls between two extremes 1.0 and 0.0, 1.0 where they believe they can definitely finish the task or 0.0 where they believe even their best effort is not going to get the task done (McShane et. al 2015). George’s expectancy that his effort will lead to a specific level of performance is 0.0 he felt even if he tried his best he will still not be able to impress his colleagues with his report or at least satisfy them with his report thus he did not care about their opinion anymore and only started doing the minimum, coming late for work and leaving early, because his best effort did not lead to an expected performance level. The second factor of expectancy theory called performance to outcome expectancy, explains why George was ready to quit after his three-month review with the HR director and Janet. Performance to outcome expectancy is a persons believe that if he or she engages in a specific behaviour or level of performance, it will lead to a certain outcome it also falls between two extremes 1.0 where Janet and the HR director made it sound reassuring that he will receive the 10% bonus...
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...When taking a look at the Expectancy Violations Theory, it is defined as an individual’s reaction to the behavior of their peers that was viewed as unexpected, and can be used to violate the expectations of another. People all have spatial differences, which are called proxemics. I believe that proxemics helps us understand that there is a difference of appropriate and inappropriate touching. Space is the core connection of the Expectancy Violation Theory. Space has relevance to Expectation Violation Theory not only because the theory is rooted in proxemics, but also because it has direct application to the distances previously discussed (West & Turner, 2010). Let’s explore how individual “personal space” within conversations varies with cultures, friends, and strangers as it is predicted and or explained by the expectancy violations theory. The texts states according to Burgoon, can be defined as an invisible, variable volume of space surrounding an individual which defines that individual’s preferred distance from others”.(p130) With that said anthropologist Edward Hall proposed that an individual’s surrounding space is divided into four different ranges of special distances called Proxemics Zones. These zones are as follows: Intimate distance, Personal distance, Social distance, and Public distance. Approriate behavior is associated within each of the proxemics zones. Let’s focus and elaborate on one specific proxemics, the intimate distance. Why? My opinion...
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...Expectancy Theory-Vroom and Turnover In Vroom’s expectancy theory (1964) “He believes that employee is motivated to exert high level of efforts when he believes that efforts will lead to good performance and therefore organizational rewards that will satisfy achievement of personal goals”(Kondalkar, 2007). Therefore if the employees think of the rewards that are offered are insufficient, there could be a possibility that they will not give their best performances and as a result their motivation decreases, thus it will lead to a turnover in the long term (Lunenburg, 2011). The problem of high turnover can also be associated with this fact that workers at McDonald knows that their efforts will not be rewarded and rewards that are already offered are insufficient thus does not identify individual goal pattern and thus their performance criteria and reward system does not reflects employees individual needs and personal goals. In his Expectancy theory Vroom has identified that individual have certain expectations from their company, and these expectations have an influence on these individuals work behaviour Unfortunately at McDonald employees are not motivated as their expectation that are explained in Vroom’s theory is not fulfilled, most of the workers are underpaid, moreover they have unequal pay rate that is causing dissatisfaction among employees, and they are not recognized and appreciated for their work and efforts in terms of intrinsic or extrinsic reward. Job Satisfaction...
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...the most production out of workers, managers constantly need knowledge about the behavior of individuals and groups in the company. In the conversations with employees, Supervisor B found them to be unenthusiastic about the new process for various reasons including their physical ability to perform the process and monetary incentives. In order to address worker apathy, management needs to understand how to motivate their employees. Expectancy Theory of Motivation The Expectancy Theory of Motivation is a theory first proposed by Victor Vroom of the Yale School of Management in 1964. It states that an employee’s motivation is a result of how much a person wants to be rewarded (valence), the probability that the effort results in the expected performance (expectancy) and the belief that their performance will result in the desired reward (instrumentality). Three components of Expectancy theory: Expectancy, Instrumentality, and Valence 1. Expectancy: Effort → Performance (E→P) 2. Instrumentality: Performance → Outcome (P→O) 3. Valence- V(R) Expectancy: Is the strength of a person’s belief about whether or not a particular job performance is attainable. An employee will be motivated to try a task if he or she believes that it can be done (lacpa.org). The rewards can be either extrinsic (money, promotion, free time, benefits) or intrinsic (satisfaction). Instrumentality: The perception of employees whether they will actually receive the reward for their work. Management must...
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...The expectancy theory of motivation, which was first produced by Victor Vroom, has become a generally accepted theory for explaining how individuals make decisions concerning different behavioural alternatives. According to Vroom to motivate someone mere offer a person something to satisfy his important needs will not be adequate. In order for the person to be motivated, he must also be convincingly sure that he has the ability to obtain the reward. An employee’s motivation increases when he values a particular outcome greatly and when he feels a reasonably good chance of achieving the desired goal. This definition states that: Any individual acts in a way to reach a maximal effect with a minimal effort. The first major expectancy theory was put forward by Victor Harold Vroom. The expectancy theory works on the basis that to achieve high motivation, hard productive work must gain a valued goal or reward for example in a workplace if you want more money, and more money will come if you work hard then we can predict that you will work hard. IF you still want more money, and all you think working hard will get you is smiles from the boss, an predict that you will chose not to work hard, unless you put a high value on smiles from the boss’(D. Buchanan & A.Huczynski., 2004). Victor Harold Vroom formed the expectancy theory using three concepts: Expectancy, Instrumentality and valence. The equation that he made is: F (force motivation) =å(V (Valence) x I (instrumentality)...
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...Expectancy Theory Student name: Ho Yin Cheung Student No: N8703019 MGB200 Christine Crawford – Tutorial 9 6:00-7:00 Tuesday Words: 1932 Introduction Employers always want their employees work with the highest performance. In the real business world, Leaders have trying many methods to motivate colleagues do the job well. However, they may fail to motivate their colleagues by many reasons. The expectancy theory can predict the result of the motivation. In this essay, firstly, three components of the expectancy theory of motivation, such as E-to-P expectancy, P-to-O expectancy, and outcome valences will be illustrated. Secondly, there are several limitations of this theory will be outlined. Thirdly, it will then show the real experience. Finally, the recommendations which apply to the case will be pointed out. Literature review Motivation is somebody acts in a certain way caused by someone else. It means someone use motivation as a motive for doing things (Adrian, 2007). Expectancy theory of motivation explains how the internal origins of employee motivation, such as, drives (primary needs) and need translate into specific effort and behaviour (Vroom, 1964). In other words, it focuses on what reason makes individuals choose one behavioural option over others (Vroom, 1964). There are three components frame this theory: effort-to-performance expectancy (E-to-P), performance-to-outcome expectancy (P-to-O) and outcome valences (Porter & Lawler, 1968). This theory is...
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...Expectancy Theory of Motivation Lina Khachekian In order for businesses to motivate, they need to make sure that they practice motivation on a regular basis. If they practice what they preach, they will receive and see the full output that their employees give them. Victor Vroom proposed The expectancy theory of motivation in 1964, and this theory is one that is supposed to help guide businesses on what to do in order to achieve the motivation levels and continue to retain all of your employees rather than have a lot of turnover. The Expectancy theory of motivation is one that explains why employees are motivated and why they choose one source of action over another one. They choose these actions based on their goals of achieving the individual reward. The theory revolves around three components. The first component of the theory is the Expectancy: 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 would be the Instrumentality which is that Performance results in Outcome. The performance you make is the reward you will receive. 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 Valence which equals Rewards. In this component each individual puts a value on the reward that they...
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...Theories of Motivation: Vroom’s Valence-Expectancy Theory If you were a manager, wouldn’t you like to know how your employees decide to work hard or goof off? Wouldn’t it be nice to know whether a planned rewards program will have the desired effect—namely, motivating them to perform better in their jobs? Wouldn’t it be helpful if you could measure the effect of bonuses on employee productivity? These are the issues considered by psychologist Victor Vroom in his expectancy theory, which proposes that employees will work hard to earn rewards that they value and that they consider obtainable. There are three variables of Vroom’s model given in the form of an equation. Since the mode is multiplicative, all the three variables must have high positive values to imply motivated performance choices. If any of the variables approaches zero, the probability of motivated performance approaches zero. Motivation = Valence*Expectancy*instrumentality Valence is the strength of an individual’s preference for a reward, The value attached to a goal or reward is subjective as it varies from person to person Thus, the total range of valence is from –1 to +1. Expectancy is the probability that particular action will lead to a desired reward Since, it is an association between effort and performance, its value may range from 0 to 1. if the individual feels that chances of achieving an outcome are zero, he will not even try. On the other hand, if expectancy is higher, the individual...
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...I. Three Concepts For equity theory, people compare their pay, reward with others and see if they are fair or not. If a worker feels that the other people treat he/she equally with others, the worker might satisfy and does not change behavior, otherwise he/she will look for changing. The important thing is inequity, and it can be positive or negative. If positive, it might increase their motivation to work. if negative, they might not want to work hard. Then, the expectancy theory focuses on what people expectation influence their motivation. if a person have a high expectancy for they work, he/she would spend more time on the work which mean increasing their motivation. if they think the work do not have good offer, they will decrease their workload (motivation). Goal-Setting theory seems like making a plan. People set their goal and it will motivate them to achieve the goal. if a worker have a goal that to get promotion, he/she might work hard and let other people seeing them to get promotion. it mean that they have high motivation. if they do not have goal, they just want to remain the same and low motivation. II. Expectancy Theory It can be separate in three elements including expectancy, instrumentality, and valence. Expectancy People think that they will get certain value of outcome by giving certain amount of effort. For example, a student believes that if he spends more time on his writing, he will write a great essay. Instrumentality People think that they...
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...The identification and application of the theoretical model ‘Expectancy Theory’ can be used to predict and diagnose the motivation of Middle Mangers, more specifically, Andrew, in working for the organisation; and the ramifications of these motivational reactions. In essence, by understanding the strength of desire for a particular outcome and the probability of achieving this, helps individuals to gain a subjective view of effort linked to outcome, to adjust motivation and behaviour towards work-related goals. Expectancy theory identifies three elements, allowing an employee to understand the links between effort, performance and outcomes. The first stage, effort to performance, was demonstrated to be highly successful for Andrew. A person with high effort-performance expectancy will be more motivated to perform. (Wilson, 2010, p.133) An increased amount of effort is linked to higher levels of performance, where an individual will choose the level of effort based upon their estimates of the desired outcome linked to that effort. The opportunity for achievement and the responsibility and scope for individual advancement set out by David, as well as the desirability to gain a high income for his ‘life plans’ were the major factors that motivated Andrew to pursue the level of effort he displayed. Andrew was lead to believe by David that ‘if he performed well in his six months as assistant manager, he would step directly into the Graduate Management Program.’ As well as this...
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...Introduction: Darden restaurants are the largest full service restaurant company in the world. Located in Orlando FL, they operate over 1,500 restaurants. They own many brands such as Olive Garden, Longhorn steakhouse, Bahama Breezes, Seasons 52, The Capital Grille, Yard House plus many more. They tend to all be located in high traffic areas, which encourages business. The restaurant industry is the fastest growing industry in America (Feeding America). Darden is committed to building and maintaining a customer-orientated environment. They provide work for nearly 150,000 employees; they focus on making their work environment vibrant and desirable. Darden values integrity, fairness, respect, diversity and teamwork. Recently in the news, all members of the board of directors of Darden were fired. They violated Darden’s values. The previous board of directors decided to sell Red Lobster and activist investors and shareholders were not pleased with the decision. So in a form of revolt the shareholders decided to fire the entire twelve members of Darden’s board and elect a new board based on activist’s investor’s insight. Statement of Problem In the case of Darden, activist’s investors conglomerated with shareholders to create a proposal of how Darden could increase its revenue. When hedge funds purchase a substantial stake in a company they typically try to restructure the company because they see value. Darden has hidden value in its real estate. A research report issued...
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...Expectancy Theory of Motivation In a business, what motivates employees to do their best? One theory that may explain the reasons why some employees seem more motivated than others is the Expectancy theory of motivation. The Expectancy theory operates under the assumption that employees will perform well based on self-belief and how much they desire the rewards their actions will render. Three key components and relationships in this theory determine how motivated an employee will choose to be: expectancy, instrumentality and valence. Expectancy, as it relates to organizational behavior, is an employee’s belief that they can put high levels of effort into a task and accomplish it successfully. An employee’s belief that they can complete the task successfully all depends on their level of efficacy, which is a direct by-product of past experiences, vicarious experiences, verbal persuasion and emotional cues. When considered in whole, all these factors determine how confident an employee will feel about performing any given task. Once the employee has decided they are capable of performing all tasks, issues of instrumentality will become a factor in their motivation process. Instrumentality is the belief that desired outcomes will come from the successful performance of tasks. Employees feel they will be rewarded or attain a desired outcome when they successfully complete tasks assigned to them. Some examples of rewards can be given in the form of promotions, incentives or...
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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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...Expectancy Theory of Motivation, an approach to improving performance. Mark R. Mattox Western Governors University Expectancy Theory of Motivation “Expectancy Theory - A theory that says 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.” (Judge 07/2012, p. 224) Explanation of the Three Components and Relationships of the Expectancy Theory of Motivation The three components of Expectancy Theory of Motivation are expectancy, instrumentality, and valence. 1 Expectancy: Expectancy is related to the amount of effort that an employee exerts towards task performance. Expectancy incorporates the belief of an employee, that for a given effort there will be a given task performance. Expectancy also states that an increase in effort will lead to an increase in performance. The closer the correlation of effort to reward, the higher the expectancy factor will be. 2 Instrumentality: Instrumentality is related to the performance leading to a reward. Instrumentality incorporates the belief of an employee, that for a given performance there will be a proportional rewards for that employee. The higher the association of performance to reward the higher the instrumentality factor will be. 3 Valence: Valence is the value that the employee places on the reward...
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