...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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...Behavioral Influences - Expectation Theory of Motivation ______________________________________________________________________________ Abstract This paper explores a contemporary and widely accepted motivational theory known as Expectancy theory of motivation introduced by Victor Vroom in 1964. It will first explain the three key components and relationships of the expectancy theory of motivation. These components include Expectancy, Instrumentality and Valence. In addition, it will explain how to enhance the motivation of employees in a fictional but real-life modeled scenario using the Expectancy theory of motivation. After studying this paper, the reader should be able to explain the main components of the Expectancy theory of motivation and apply it’s concepts as an approach to improving performance in a given workplace situation. ______________________________________________________________________________ Behavioral Influences - Expectation Theory of Motivation The subject of motivation has received a great deal of attention in the social sciences, especially when it comes to organizational behavior and management in the workplace. One of the most widely accepted theories of motivation includes Victor Vroom’s Expectancy theory, which was first introduced in 1964. Expectancy theory of motivation is a contemporary theory of motivation, which focuses primarily on a worker’s perceived outcomes. Vroom suggests workers will be highly motivated...
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...Components of Expectancy There are three components of the expectancy theory of motivation which will be explained in this essay. After the three components are explain, the components will be put to use in a real world scenario. The scenario introduces a company that produces a line of branded professional audio products for which they strive to provide the highest quality audio products in the industry. Now let’s get started with explain the three components. The first component is valence that refers to the appeal of a consequence to an individual employee. Salary, job security, benefits, feeling of accomplishment, and advancement. Optimistic or undesirable, valence can differ in size. The scale of valence is how necessary a conclusion is for an employee. The establishment of valence conclusions to employees is vital to inspire and keep valuable employees. As stated before, valence is the first module of the expectancy concept and is the important feature when deciding a stimulus factor for employees. Valence should be great. Employees should want or need the results they acknowledged if they are to achieve a higher level. Thus managers must regulate what results an employee wishes, or the valence of dissimilar results for the employee. The second key factor in the expectancy model is instrumentality. It is insight about the degree to which presentation of one or more actions will lead to the achievement of a specific outcome. The certain level of work performance and...
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...ORGANIZATIONAL BEHAVIOR & LEADERSHIP 317.1.1-06 People are motivated to engage in behavior when they believe that their efforts will result in performance, and that their performance will lead to outcomes that they value. Expectancy theory is the most complex motivation technique in that it takes into consideration the numerous factors possibly influencing the motivation of employees. Three perceptions to consider are: Effort equals Performance; Performance equals Outcome then what is the total value of the outcome. Managerial Steps for Using Expectancy Theory concerning Effort and the desired Performance: Step 1: Determine if an employee’s Effort equals Performance is low. Step 2: If it appears low, try to figure out why. Step 3: Focus your efforts on trying to strengthen employee’s Efforts to equal the Performance, by rectifying factors that cause the connection to be low. Effort equals Performance: The strength of an employee’s expectation that if he or she tries, he or she can successfully perform the task as assigned. If an employee does not believe he or she can successfully perform the task assigned, even if he or she puts forth a lot of effort, he or she will not be motivated for the task. We want this connection to be as strong as possible for employees. What would affect Effort equals Performance? Traits of the employee: self-confidence, sense of task efficacy, abilities, knowledge, task skills, experience, locus of control and anxiety. Traits of the task:...
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...Motivation: The Forgotten Tool Motivation: The Forgotten Tool By Consuelo Moran EDCI 6304 Learning & Cognition (Fall 2007) School of Education University of Texas at Brownsville and Texas Southmost College Literature Review Motivation. The importance of motivation is widely known, however, the high drop-out rates in our school and low test scores at our schools suggest that maybe we have all forgotten just how important motivation is. “High motivation and engagement in learning have consistently been linked to reduced dropout rates and increased levels of student success” (Halwah, 2006, p.1). Literature has shown that “student's motivation for learning is generally regarded as one of the most critical determinants, if not the premier determinant, of the success and quality of any learning outcome” (Halwah, 2006, p.3). Therefore, motivation as well as the relationship between motivation and academic achievement need to be studied as well. This study will discuss motivation in details through my personal experience with motivation and the significance it plays in learning. This research offers an insight to the age-old question of how we should get our school children to learn and keep them from dropping out of school. Many children, especially adolescence, often believe that they know everything and they have no need to learn something new. Lack or motivation is derived from this exact sentiment which impedes the learning process. “If there really is no need to acquire anything...
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...Vroom’s Model of Expectancy Theory Expectancy Theory is a mental form of motivation. It is based how employee makes their decisions and why they are motivated to perform the task. It identifies the motivational force behind the decision (Van Eerde & Thierry, 1996). Motivation is predetermined before an employee will complete an assignment (Kopp, 2014). The components that contribute an employee’s motivation are a positive link between their effort and performance; the performance leads to the reward and the reward satisfies an important need of the employee (Kopp, 2014). Vroom’s Expectancy Theory is based on three components these are Valence, Expectancy, and Instrumentality. These components are directly linked to effort-performance expectancy and performance-outcome expectancy (Kopp, 2014). Valence Valence refers to the preference for one outcome over another. A positive valence would be when the employee prefers achieving the outcome; it would be negative if the employee does not want to accomplish it, however if the employee is unconcerned about the reward, valence is zero. The valence of a behavior is directly related to its value for the employee’s needs such as pay increase, promotion, and the employer’s recognition ( Van Eerde & Thierry, 1996). Valence provides a link the needs theories of motivation. The manager has to determine what employees’ value. Expectancy Expectancy refers to the effort-performance relation (Snead, 1991). The perception of...
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...WHAT YOU LOVE AND LOVING WHAT You Do Teresa M. Amabile A rthur Schawlow, winner of the Nobel prize in physics in 1981, was once asked what, in his opinion, made the difference between highly creative and less creative scientists. He replied, "The labor of love aspect is important. The most successful scientists often are not the most talented. But they are the ones who are impelled by curiosity. They've got to know what the answer is."' Schawlow's insights about scientific creativity highlight the importance of intrinsic motivation: the motivation to work on something because it is interesting, involving, exciting, satisfying, or personally challenging. There is abundant evidence that people will be most creative when they are primarily intrinsically motivated, rather than extrinsically motivated by expected evaluation, surveillance, competition with peers, dictates from superiors, or the promise of rewards.^ Interestingly, this Intrinsic Motivation Principle of Creativity applies not only to scientific creativity, but to business creativity as well. Often, financial success is closely tied to a passion for the work itself. Michael Jordan, who by the mid-1990s was the most financially successful basketball player in history, insisted on a "love of the game" clause in his contract—securing for him the right to play in "pick-up" games whenever he wished. Robert Carr, a primary developer of the first pen computer, was captivated by the opportunity to do something spectacular...
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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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...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 the belief that employee motivation is affected by all three components of the expectancy theory model. According to this theory, if people are with the highest expected outcome, they will be motivated to accomplish the goals. Therefore, motivation weakens when any element weakens (Vroom, 1964; Porter & Lawler, 1968). Firstly, E-to-P expectancy...
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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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...theory comprises of three components: valence, expectancy and instrumentality (Droar, Dave, 2003). In an environment in which there is a reasonable expectancy for a specified outcome, the effort, or expectancy, of an individual must include having the right resources, skills, and necessary support to conclude to the desired result (Droar, Dave, 2003). Instrumentality is the performance of an individual that performance will result in a valued outcome depends on a clear understanding of the relationship between performance and outcome, trust in management or decision making process will result in a perceived positive outcome and clarity of the reward and to whom the reward will be bestowed upon. The third and final component is Valence (Droar, Dave, 2003). Valence is the weight or self worth a person places on the expected outcome. Vroom’s expectancy theory suggests that if any of these components are not present, an individual will not put forth the effort required to achieve a desired outcome due to lack of motivation from absent rewards (Droar, Dave, 2003). In Droar’s explanation of Victor Vroom’s theory of motivation, he explains that “Valence is the importance that the individual places upon the expected outcome.” Valence would vary depending on the individual in which the demand for the outcome is placed upon. A supervisor may have a higher level of importance than a laborer. In Droar’s explanation of Victor Vroom’s theory of motivation, he explains that “Instrumentality...
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...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. They believe that workers at the company have to be very slow before performance affects salary. They also say that, when a bonus is given for reaching production goals, the amount that in paychecks after all withholdings is so small that it is not worth the effort; overtime pay for a few extra hours more than offsets the benefit of a bonus. Task: Write an essay (suggested length of 2–3 pages) in which you: A. Explain the three key components and relationships in the expectancy theory of motivation. There are three key elements of motivation where the processes...
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...and gives her the option of portability. Interviewee 2. The microwave oven he bought fulfills his esteem needs and need of having possessions. To be true its not something without which he can’t live but it is something which will made his work easy and quick without spoiling the food. This product has been bought by him to make things even easier and quick. Interviewee 3 The car he bought also comes under the self-esteem needs which fulfills his daily requirements as well as give him a feeling of accomplishment that comes by owning a big item. It gave him the feeling of possessing something which provides safety as well as affordable luxury. Tri-component attitude model: According to this theory, attitudes consist of three major components: a cognitive component, an affective component and a conative component. Cognitive component: The knowledge and perceptions that are acquired by a combination of direct experience with the attitude object and related information from various sources. Here we can see in the survey that...
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...10/11/2011 Let 1 Task 1 One of the most accepted theories on motivation comes from Victor Vroom, and most of the studies done on it are supportive of his theory. That’s not so say there aren’t any critics of it. There are three key components to the Expectancy Theory of Motivation by Victor Vroom: Effort Performance, Performance-Reward, and Rewards-Personal Goals. The relationship of these three key concepts can be more difficult to define based on personal experience and individual situations. However, they are simply arguments that sate that individuals will be willing to exert a high level of input if they perceive that they will get a reward that is equal to or greater than that high level of input. The first component of this theory is Effort-Performance. According to Vroom this means that the perceived amount of effort that an individual puts into something will lead to a particular level of performance. However, the level of perceived performance that one individual sees will not be the same as another individual sees. The next component of the Expectancy Theory of Motivation is the Performance-Reward relationship. This concept examines the belief that achieving the perceived level of performance will earn a desired outcome, and that the outcome will be favorable. This may come in the form of a raise, a bonus, or even a promotion, as long as the individual finds it favorable. The final component of Vroom’s theory is the Reward-Personal Goals relationship. With...
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...Auditing standards note that three conditions are generally present when fraud occurs. Research the authoritative standards for auditors and provide a brief summary of each of the three fraud conditions. Additionally, provide an example from the Comptronix fraud of each of the three fraud conditions. The Fraud Triangle is one of the most well-known theories, taking a look at motivation, opportunity, and rationalization. The first factor, motivation, can also be seen as an incentive or pressure. Motivation can include personal failures, gaining status, or poor relations between an employer and employee. The second factor of the fraud triangle, opportunity, builds upon an individual’s desire and pressure to commit fraud. Without a perceived opportunity to do so, the individual most likely will not act upon his or her motivation. An opportunity can be the awareness of the company’s poor internal controls and the individual’s access to the information, as well as the technical skills needed to actually commit fraud. Rationalization, the third aspect of the fraud triangle, revolves around how the individual justifies committing fraud. Usually, individuals who commit fraud are first time offenders, so rationalization plays a key component. Examples range from unfair treatment, to the intent to reverse the fraud after some time. With regards to the Comptronix fraud, the three individuals who committed fraud are Hebding (chairman and CEO), Shifflett (president and COO), and Medlin...
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