Motivation has always been a valuable concept in today’s corporate domain when it comes to revenue and production. As long as businesses have been seeking for ways to improve efficiency, productivity and quality within their workplaces, employees have had their own underlying expectations to satisfy. Victor Vroom’s expectancy theory explores the concept of employee’s motivations in completing a task influenced by their expectancy (effort-performance relationship), instrumentality (performance-rewards relationship) and valence (rewards-personal goals). By identifying these three key relationships and associating them to the internal focus of the workplace, we can begin to determine and understand the important factors that drive individuals to meet performance goals and their likelihood of achieving beneficial results.
The first component of this theory is expectancy. Expectancy suggests that the personal valuation of effort will subsequently lead to an attainable and agreeable level of performance. Typically, this effort-performance relationship can be “influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job” (“Expectancy Theory of Motivation,” 2011). Through the application of these skills, resources and experiences, the individual can readily apply their newfound skill set to improve job performance.
This leads me to the second component of the expectancy theory, instrumentality. Instrumentality focuses on the perception of an employee’s belief that favorable performance will result in the acquisition of a desired outcome or reward. This performance-reward relationship gene...
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...supervision, the individual will be held accountable for their performance and further action may be necessary (i.e. senior management involvement, a decrease in salary, no vacation time, etc.) However, individuals that do reach production goals feel that the bonuses are not worth the extra effort. This is where the individualized reward system becomes imperative. If goals are met, the bonuses will be based on a percentage of that individual’s salary. The purpose of the system is to offer a reasonable but generous incentive to keep individuals motivated.
To summarize, the expectancy theory helps us to learn and understand the many influences that impact and motivate individuals to meet production standards and goals. As managers or supervisors, this understanding can be utilized to help produce highly effective, productive and motivated teams within our departments.
It 's important for employees to know that their suggestions are being listened to, and should be given ways to improve themselves accordingly. This theory expresses that when a lower need is fulfilled, it 's no longer a strong motivator and consequently the interest in the following higher need gets to be overwhelming and the individual 's consideration is turned towards fulfilling this higher
Intrinsic and extrinsic types of motivation have been widely studied and the understanding of each has led to great changes in how organizations run their businesses. It is clear that hourly employees have many great extrinsic motivators but lack intrinsic motivation in their job assignments which is a characteristic of our work culture. Changing the culture is one of the keys to improving motivation at that level of the organization because the best motivation occurs when employees perform because they want to and not because they are being made to do so.
Expectancy-Value Theory (EVT) as one of the influential motivation theories has a long history in Education and Psychology. This theory claims that “individuals’ performance on different activities will be influenced by what an individual expects and how much the individual values the things that are expected” (Wigfield et al., 2011, p.10). This means that expectancies and values are supposed to be
As human beings it is difficult for us to efficiently conduct a task that is not of our interest. Although most, if not all, of us want to succeed in our endeavors, such is often difficult when the task is one we seldom care about. This is where the concept of motivation comes into play. As per the class textbook, motivation is defined as “The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.”(Robbins & Judge, 2013, p. 202). Motivation plays a huge factor in how intensely and efficiently an employee goes about performing a task.
Yet, despite the criticism, Herzberg’s theory still holds merit in many managerial situations. Experts have built their theories on the foundations of the motivator-hygiene theory to better explain worker motivation. Among the most prominent is the expectancy theory or Victor
He used what is known as Vroom’s Expectancy theory, which proved to be not as resourceful. With this theory, it is assumed that an employees’ work behavior will likely be determined by the employees’ expected results (HemaMalini & Washington, 2014). Furthermore, with Vroom’s Expectancy theory, it is believed that behavior is the result of choices to increase happiness and to decrease adverse situations. The manager who attempted to motivate me appeared to use this theory, in which he seemed to require and ask for more work for the same number of benefits. With me specifically, he expected higher numbers each day and to exceed my goal every month. There are also three variables associated with Vroom’s Expectancy theory which include instrumentality, expectancy, and valence. Instrumentality is the belief that if one performs well, they will be rewarded (LugoSantiago, 2016). Pertaining to my manager who applied Vroom’s Expectancy theory, he used instrumentality as a tool to offer more money to motivate me to work harder. He also offered additional bonuses and vacations in the event I exceeded my goal, even though there were other employees’ who were not hitting their appointed goals. It seemed as though I was carrying the weight of everyone, which made the working environment more stressful. Expectancy is the idea that increased effort will increase ones’ performance. My manager at the time made sure that his staff had the resources that were needed such as proper training, support, and information, which did appear to help with the overall appointed tasks. The final component of Vroom’s Expectancy theory is called valence. Valence refers to the importance that a person places upon an outcome that is expected (LugoSantiago, 2016). Since each person has his or her own idea of what is deemed important, certain items or ideas may not always be
Once the concept is defined, a model case can be described to demonstrate the concepts attributes, antecedents, and consequence. A literary search and a grouping of characteristics will be used to process a constant comparative analysis and to refine the data into a clear and concise definition appropriate for our use. The term effectance is used to describe the motivational aspect of competence. The theory of motivation is not solely based on the basic animal instinct of drive. People are motivated to behave in certain ways because they perceive themselves as being able to effect a desired change.
When it is discovered that a worker can fulfill the requirements of their job, but are experiencing shortcomings in doing so, many times it is believed that worker motivation may be the root of the problem (Laird 95). What, though, is work motivation? According to Laird (2006), “motivation is a fundamental component of performance “ and “is the reason that someone chooses to do some things and chooses not to do others”. In other words, work motivation is what energizes workers to the level of output required to fulfill a task, directs their energy towards the objectives that they need to accomplish, and sustains that level of effort over a period of time (Steers et al., 2004). In essence, worker motivation is what gets the job done.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Robbins and Judge define motivation by means of three elements. The first element is defined as being the process that account for an individual’s intensity which is concerned with how hard a person tries. The second element is direction that benefits the organization and the third element is persistence which is a measure of how long a person can maintain effort. Motivation is also driven by certain situations that vary between individuals and within individuals, at different times. (Robbins & Judge, 2007, p.186) These elements should not only be expected from employees but from managers as well.
In daily life, we need motivation to improve our performance in our job or in studies. Motivation is an internal force, dependent on the needs that drive a person to achieve. In the other words, motivation is a consequence of expectations of the future while satisfaction is a consequence of past events (Carr, 2005). We need to give reward to our self when we did correctly or we has achieve our target. Reward is something that we are given because we have behaved well, worked hard, or provided a service to the community. Theories of motivation can be used to explain the behavior and attitude of employees (Rowley, 1996; Weaver, 1998). The theories include content theories, based on assumptions that people have individual needs, which motivate their action. Meanwhile according to Robbins (2001), motivation is a needs-satisfying process, which means that when a person's needs are satisfied by certain factors, the person will exert superior effort toward attaining organizational goals. Schulze and Steyn (2003) affirmed that in order to understand people’s behavior at work, managers or supervisors must be aware of the concept of needs or motives which will help “move” their employees to act.Theories such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. The intrinsic reward or also be known as motivators factors is the part of Herzberg motivation theory. Motivators are involve factors built into the job or the studies itself such as achievement, recognition, responsibility and advancement. Hygiene factors are extrinsic to the job such as interpersonal relationship, salary, supervision and company policy (Herzberg, 1966. There have two factors that are called hygiene fac...
There are many social influences which have an effect or lasting effect on the behavior of an individual. Within many group scenarios, conformity and obedience play a large role in how people tend to think and behave, especially if they get carried away. Obedience refers to compliance to an authority figure or with others in a group. On the other hand, conformity refers to an individual changing their thoughts, attitudes, and behaviors to accommodate with the standards of a group or their peers. Both of which are pure examples of how human behavior changes based on certain social situations. Obedience and conformity both occur during situations of social facilitation, social loafing, and groupthink.
The expectancy theory of motivation suggests that when we are think of future, we develop expectations. We want positive outcome. We want to make the future as imagined which leads people to feel more motivated to pursue those likely outcomes.
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
People’s behaviour is determined by what motivates them. The aim of this essay is to discuss the essence of the motivation and psychological strengths, its evolution, a brief overview of the key theories of the employees’ motivation and behaviour analysis. The main task is to understand how motivation affects employee behaviour and to clarify the importance of motivation. In this essay I will discuss and produce definitions and examples to answer the main question of what is the driving force and how do people’s needs influence performance at work?