...| 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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...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 26 September 2015 The Expectancy Theory of Motivation The Expectancy Theory of Motivation (hereafter “The Expectancy Theory”) is theory that states: “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.” (Robbins & Judge, 2012) The theory is among the most widely accepted theories relating to motivation. (QuickMBA, 1999-2010) The Expectancy Theory suggests that individuals choose a particular course of action after they have – often subconsciously – evaluated three critical components of the theory. * Expectancy: the relationship between an individual’s effort and her performance (or the effort-performance relationship). If an employee believes her additional effort will be recognized in a future performance evaluation, she may be more likely to exert more effort in her work. * Instrumentality: the belief that an individual’s performance will result in a reward for that performance (or the performance-reward relationship). If an employee works for an organization that rewards employees with salary increases or promotion based upon positive performance evaluations, the employee may feel justified in the additional effort he has exerted to receive the positive evaluation. However, if the organization only offers such rewards based upon employee tenure or to employees who pander to their boss’ egos...
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...individual. In essence, an employee’s motivation and effort in achieving a goal is, based on the belief that such effort will lead to a positive performance appraisal; and will in turn lead to performance rewards. (Paduraru, 2012) There are three relationship components of the Expectancy Theory 1. Effort-performance relationship (Expectancy) – The employee’s belief that their effort will result in the attainment of desired performance goals. (Scholl, 2012) An example would be “if I make more sales calls, will I make more sales?” (Scholl, 2012) 2. Performance-reward relationship (Instrumentality) – The employee’s belief that if they perform to expectations, they will receive a greater award. (Scholl, 2012) For example “if I make more sales will I get a bonus? A greater commission?” (Scholl, 2012) 3. Rewards-personal goals relationship (Valance) – The value the employee places on rewards. (Scholl, 2012) For example “Do I want a bigger raise?” “Is it worth the extra effort?” (Scholl, 2012) The expectancy theory helps management understand how employees make decisions amongst various alternatives. It also explains why they aren’t motivated to perform certain task and only perform at the minimum expected level. B. Expectancy Theory Applied Company A’s has introduced a new production process for a line of branded professional audio products. The process was intended to help employees meet high production standards and goals but employees are not...
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...LET 1 Task 317.1.1-06 Karri Vatne 7/15/2013 The Expectancy Theory of Motivation has three parts: · First is Expectancy, the focus here is on what an individual expects and how much they are willing to do. The employee may take into consideration the difficulty of the task. They may wonder if their effort to work harder will show them to be more productive. · The second is Instrumentality, the biases here is on performance and rewards. In other words, by producing more there will be a reward. At this stage the employee may be asking themselves if they work harder will they be rewarded as an individual. They may also wonder if the reward could possibly go to someone else such as the whole group including those that put forth no extra effort, or possibly only to those who have been with the company the longest. · And the third is Valence, this is the amount of effort a person will put in performance based on what they perceive the worth of the incentive is. At this point the employee will take into consideration their personal goals. They will weigh their personal goals against the reward and decide if it would be worth the extra effort to reach the incentive. The various elements explain how a person connects determination to execution, execution to incentive, and incentive to their needs and wants. It is apparent how the connection between these elements have a straightforward influence to each other. Such as, when a person is making a cognizant or intuitive choice...
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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...
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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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...The expectancy theory of motivation consists of three parts; Effort-Performance Relationship (Expectancy), Performance-Reward Relationship (Instrumentality) and Reward-Personal Goals Relationship (Valence). The expectancy theory is based on the argument that an individual will act in a certain way and be motivated to do something at a high level if the individual’s actions will benefit in a favorable outcome for the individual. Part A Effort-Performance Relationship (Expectancy) The first part is about expectancy, it focuses on the effort-performance relationship that goes on in within the person’s mind when that person is deciding on how much effort to put has in the task that they are doing and the difficulty in the task. An example of questions that a person might ask them self is “If I put out more effort than anyone else will I produce more”? Performance-Reward Relationship (Instrumentality) The second part is about instrumentality, it focuses on the performance-reward relationship. This is the theory that the person has, if they produce more effort doing their job there will be a reward for that effort. If the person’s performance is better than everyone rather they have rewarded for seniority, the skills that they have in the job that they are doing and how they interact with the boss. A question that the person might ask themselves is “If I put forth the more effort in this job will I be rewarded for my effort? Or will the rewards go to the senor people...
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...Expectancy is the first key component of the Expectancy Theory of Motivation. It can be explained as the belief that the employees have about their ability to meet the performance of a certain level. It is often called the effort-performance relationship. If a person does not believe that they are able to meet their employers performance standards no matter what they do, they will lose all of the motivation that they have. The second component is Instrumentality. If the employee believes that they will get a reward for meeting a certain level of performance they will have more motivation to meet those goals. It is also known as the performance-reward relationship. There are many different kinds of rewards that can be used such as promotion, recognition, and a pay increase. Trust is a very important factor in this component. If the employee does not trust their employers they will not believe any promises that the employers make. Control is another factor. When the employees feel like they have control over what kind of reward and why they should receive the reward they will be more motivated to meet the goals. The final component is Valence. It refers to how much the employee desires the reward. It is also known as the rewards-personal goal relationship. So if the reward is something the employee really wants they will put as much effort as possible to meet their goal so they can get their reward. In the scenario given Supervisor B should go talk to Supervisor A about the...
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...Expectancy theory LET1 Task 1! ! ! ! ! ! ! Expectancy theory LET1 Task 1! Hector A. Febo Negron Western Governors University WGU Student ID # 000204248 ! ! ! ! ! ! ! ! ! ! ! ! Page 1 Expectancy theory LET1 Task 1! ! ! Expectancy theory explanation and overview! ! The first part of the expectancy theory is the employees belief of weather their effort can amount to rewards or benefits. Employees will usually measure their effort in comparison to what they can get for it. One factor that tends to un motivate employees is their believe that personal preferences and non work related factors can cause a person to get better performance appraisal than persons who have a non relationship with managers, supervisors or evaluators. This is an important factory in determining from the beginning if an employee will start off working with a strong expectation regarding is current job.! ! In my personal experience working for Puerto Rico’s biggest bank and private company, It was a very firm belief that while many got promotions based on merit and years of service and some on effort, there was a clear connection between the most liked employees by managers and better performance appraisal. In my personal conversation with employees in other sectors I believe it is very common and only if the upper management makes a clear and solid communication and example that this will not happen and that all hires will be strictly related to performance or seniority...
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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 1 The expectancy theory of motivation consists of three parts; Effort-Performance Relationship (Expectancy), Performance-Reward Relationship (Instrumentality) and Reward-Personal Goals Relationship (Valence). The expectancy theory is based on the argument that an individual will act in a certain way and be motivated to do something at a high level if the individual’s actions will benefit in a favorable outcome for the individual. Part A Effort-Performance Relationship (Expectancy) The first part is about expectancy, it focuses on the effort-performance relationship that goes on in within the person’s mind when that person is deciding on how much effort to put has in the task that they are doing and the difficulty in the task. An example of questions that a person might ask them self is “If I put out more effort than anyone else will I produce more”? Performance-Reward Relationship (Instrumentality) The second part is about instrumentality, it focuses on the performance-reward relationship. This is the theory that the person has, if they produce more effort doing their job there will be a reward for that effort. If the person’s performance is better than everyone rather they have rewarded for seniority, the skills that they have in the job that they are doing and how they interact with the boss. A question that the person might ask themselves is “If I put forth the more effort in this job will I be rewarded for my effort? Or will the rewards go to the...
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...LET1: Leadership Concepts and Applications SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP Competency 317.1.5: Leadership - The graduate can analyze leadership theories, methods, and tools in given situations and select the appropriate behavior of the leader. Objective 317.1.5-10: Identify the five bases or sources of power within a given organization. Objective 317.1.5-11: Define the relationship between power and dependency in an organizational setting. [pic] Introduction: Corporation A was founded in 1989 and focuses on creating marketing programs for the real estate industry. The corporate mission of Corporation A is to help clients improve their real estate sales. The Corporation A team is comprised of professionals with varied backgrounds and experience levels. The company prides itself on fostering a team environment throughout the organization. Given: Employee 1 has worked in the marketing department at Corporation A for 12 years. In the marketing department, employees who earn a superior rating on their yearly performance evaluation receive a large bonus at the end of the year. Employee 1 often comes into the office on weekends or stays late to ensure the work is complete and accurate. The marketing manager encourages employees to work beyond the requisite 40 hours a week by reminding them of the yearly bonus for receiving a superior rating on their next evaluation. Employee 1 is planning to use the bonus for a well-deserved vacation that would be...
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...LET1 Task 317.1.5-10, 11 Craig Bailey ( 000217808 ) Western Governors University Section A of this task asks to describe each of the 5 bases of power from the given scenario supported by examples. It should be noted that the 5 bases are split into to 2 primary power base types. Legitimacy, Reward and Coercive all belong in the Formal power type. The second power type is Personal power. The Expert and Referent bases fall into this category. Each power base is described below. 1. Reward is where a person expects a positive response to an action performed. The response can be praise, time off, monetary, or anything else the person values as a reward. In our scenario the manager is offering the prospect of a yearly bonus through a superior rating for those who work more than 40 hours per week. Employee 1 values that reward and puts forth the effort in hopes that his or her performance will meet the goal of a superior rating. 2. The second base of power to discuss is Legitimacy. Employee 1's manager has reminded the subordinates of the yearly bonus and Employee 1 acknowledges that if he or she wants to get the bonus and go on a vacation, he or she must follow the recommendation by the manager to work additional hours in the hope that he or she will obtain a superior rating from the manager. Additionally, Employee 3 received legitimacy from being selected to lead the sales team on his or her project to increase sales. 3. The third base of power is Coercive. Employee 2 has...
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...LET1 Task 3 The five bases of power are defined as the following. Legitimate power is the ability to influence the behavior of another person based on the title or position held in an organization or hierarchy. Reward power is the ability to influence the behavior of another person based on giving rewards or benefits that others view as desirable or valuable. Coercive power is the ability to influence the behavior of another person based on being able to harm or punish the person. Expert power is the ability to influence the behavior of another person based on knowledge or qualifications held that another person does not have. Referent power is the ability to influence the behavior of another person based on having a desirable character or other personal traits. In the given scenario the Legitimate Power is described in the relationship between the Marketing Manager and Employee 1. The Marketing Manager is the boss of the department that Employee 1 is a part of. The Market Manager also has Reward and Coercive Power over Employee 1. Employee 1 performs his job and stays for longer than 40 hours per week in order to receive a high performance rating from the Marketing Manager. The high performance rating allows Employee 1 to receive a bonus. The Marketing Manager also has Coercive Power in the relationship with Employee 1. If Employee 1 does not receive the bonus, Employee 1 will not be able to afford the vacation that Employee 1 wishes to take. In the given scenario Employee...
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