Expectancy Theory of Motivation

Expectancy Theory Of Motivation

Juan Fernandez

LET1 Task 317.1.1-06

The theory focuses on three relationships: effort-performance, performance-reward, and rewards-personal goals. effort-performance states that an individual displaying a certain amount of effort will lead to a successful performance. performance-reward states that the individual believes that performing at a certain level will lead to some sort of benefit. rewards-personal goals states that is the degree which the organization or persons satisfy the needs or wants of the individual.

This theory is based on the individual's motivation. Either they are motivated to perform at a high level by effort, performance or reward by reason of expectance. i.e salary increase, bonus. Often this is the most challenging situation of an organization. The key is to find out what motivates the employee. By employing this theory we can begin our organizational success in developing a solution that will work for the type of industry and employees we have.

In the situation that we are presented with we have a company scenario of professional audio products. That provides the highest quality in the industry. In addition we are also tasked with evaluating the scenario further to provide high production standards. Immediately we can assume that the company is a manufacturing company that requires jobs of various kinds. The one key factor that we can ascertain is that the job is arduous and repetitive. This type of work may seem daunting for some so implementing the proper motivation is crucial. We can now evaluate the processes that were recently implemented and the successes of Supervisor A and Supervisor B to see what we can do to improve upon these approaches.

Supervisor A is having problems with employees that see that they are likely not being motivated with performance goals in mind. They are simply doing the least amount of work to earn an hourly paycheck. Employing a different technique of motivation such as individual vs. performance reward and thus would likely be a success of this supervisor. Supervisor B has confirmed this assumption by having conversations with the employees many feel that they do not possess the skills necessary to perform at the level and in turn has provided a foundation of justification for individual goals and rewards to be justified. In the case of the employees concerned about the monetary aspects of the roles we would need to reinforce the aspect of you are paid for what you do and as stated feel that no matter how hard they work, a poor performance appraisal is inevitable. The company in this situation should clearly state why and how bonuses or salary increases will be given. They should change their current evaluation process to only include individual performance goals vs. Company or group goals. This will in