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Robbins and Judge (2007) state the three key components and relationships in the expectancy theory of motivation as: 1. Effort-performance relationship: The probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. Performance-reward relationship: The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome. 3. Rewards-personal goals relationship: The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual. (p. 208)
These three components show how an individual relates effort to performance, performance to reward and reward to achieving personal goals. It can be clearly seen how the relationships created between these factors have a direct impact on each other. For instance, when an individual is making a conscious or subconscious decision as to how much effort to put into a task, he or she is considering the impact on his or her own personal goals in tandem. This type of thinking is only natural and in this instance, if Supervisor A wishes for his employees to perform better, he must consider the expectancy theory’s chain of cause and effect relationships.
In this scenario I would suggest that Supervisor A reconsider the structure by which employees are rewarded for performance. For instance the scenario states that there are several different reasons the employees are not meeting performance goals. These reasons range from employees having a lack of faith in their ability to perform at the level which is necessary to meet production goals to merely not feeling as they have any reason to strive to achieve these goals. While this type of attitude is not conducive to meeting company goals, the company is doing nothing to change

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