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Pygmalion Effect

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Creating positive expectations is extremely difficult, according to J. Sterling Livingstone. However, it has been observed beyond doubt that if a manager expects more and better from people in his group, they will outperform a group whose manager believes the reverse, even if the innate talent of these two groups is similar. Subordinates are influenced by the way they are treated by their managers. This phenomenon leads us to understand that it is very important for managers to ensure that their team members have the correct understanding of the expectations to help them perform up to the desired level.
High expectation acts as a motivator and can lead the group to even perform beyond their normal capability. Grouping your best team members together will further improve their performance. At the same time, putting average and low performers together will lead to decline in their performance.
At times, the average performer can be lead to believe that they are not very different from super performers and maybe they just lack the experience or the exposure. Their conviction in their ability will give them the confidence to do better.
Bad performance or failures at work lead to low self-esteem and self-image. In such situations also, better expectations can work as a boost to the morale. Low expectations can make a person feel worthless.
The relationship between motivation and expectation can be represented by a bell curve which means that within a mid-range, the expectations will drive a person. But extreme expectations on both lower and higher ends can have a reverse effect on a person’s motivation levels. There has to be a good balance between negative expectations and impossible dreams.
If an employee is able to meet company’s expectations in the early years, it leads to internalization of positive job attitudes and standards.

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