1 / 16

Motivation

Motivation. Expectancy Theory of Work Motivation. Expectancy Theory. Formulated by Victor H. Vroom in the 1960’s. States that motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

jdrews
Download Presentation

Motivation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Motivation Expectancy Theory of Work Motivation

  2. Expectancy Theory • Formulated by Victor H. Vroom in the 1960’s. • States that motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. • Focuses on three parts of motivation: • Expectancy • Instrumentality • Valence

  3. Expectancy Theory • Three major factors that determine a person’s motivation.

  4. Expectancy • Expectancy is a person’s perception about the extent to which effort results in a certain level of performance. • Members of an organization are motivated to put forth a high level of effort only if they think that doing so leads to high performance. • In order for motivation to be high, expectancy must be high.

  5. Boosting Expectancy • Managers need to make sure their subordinates believe that if they do try hard, they can actually succeed. • Ways of boosting expectancy: • Express confidence in their subordinates capabilities. • Provide training so people have the expertise needed for high performance. • Increasing autonomy and responsibility as they gain experience so they have the freedom to do what it takes to perform at a high level.

  6. Instrumentality • A person’s perception about the extent to which performance at a certain level results in the attainment of outcomes. • Employees are motivated to perform at a high level only if they think high performance will lead to outcomes such as pay, job security, interesting job assignments, bonuses or a feeling of accomplishment.

  7. Increasing Instrumentality • Managers promote high levels of instrumentality when they link performance to desired outcomes. • Managers must clearly communicate this linkage to subordinates. • When outcomes are linked to performance in this way, high performers receive more outcomes than low performers.

  8. Valence • Refers to how desirable each of the outcomes available from a job or organization is to a person. • Managers need to determine which outcomes are highly desired and make sure that those outcomes are provided when members perform at a high level.

  9. Bringing It All Together • High motivation results from high levels of expectancy, instrumentality and valence. • If any one of the three factors are low, motivation is likely to be low. • If a person thinks it is practically impossible to perform at a high level, motivation to perform at a high level will be exceedingly low. • If a person does not think outcomes are linked to high performance, or if a person does not desire the outcomes that are linked to high performance, motivation to perform at a high level will be low.

  10. High Motivation • Effective managers realize the importance of high levels of expectancy, instrumentality and valence and take steps to ensure that their employees are highly motivated.

  11. Management Tasks to Improving Motivation • Define the Expectations • Set Goals and Performance Standards • Conduct goal setting sessions with employees covering all types of goals • Day to Day • Long Term • Problem Solving • Innovative • Personal • Expectancy Theory can help shift appraisal systems from a subjective orientation to a more objective, results measured orientation.

  12. Management Tasks to Improving Motivation • Make the Work Valuable. • Organizational goals must complement personal goals. • When employees believe that working toward organizational goals will help them attain personally valuable goals, their commitment to achieving what the organization values will be greater. • Managers need to know what their employees value and tailor the work to employees drives and preferences.

  13. Management Tasks to Improving Motivation • Make the Work Doable. • Uncertainty about one’s ability to meet a manager’s expectations may cause demotivation. • Managers need to make realistic assignments. • Know what their employees are doing at any given time and who carry out their promises to assist them help make employees perceptions of their task more manageable.

  14. Management Tasks to Improving Motivation • Give Regular Feedback • Give critical feedback as quickly after the action as possible. • Be very specific, but avoid laundry lists and past grievances. • Stick to descriptions, not labels of behavior.

  15. Management Tasks to Improving Motivation • Reward Employees When They Meet Expectations • When you do a good job, you’ll be recognized for it. • Lasting and meaningful rewards: • Praise • Training

  16. Works Cited Jones, Gareth R., and Jennifer M. George. Essentials of Contemporary Management. 5th ed. New York, NY: McGraw-Hill/Irwin, 2013. Print. Quick, Thomas. "Expectancy Theory in Five Simple Steps." Boise State. Training and Development Journal, 15 June 1988. Web. 21 Oct. 2014. <http://iptde.boisestate.edu/FileDepository.nsf/bf 25ab0f47ba5dd785256499006b15a4/a5e37417 e7845b368725777300421b1a/$FILE/Quick.pdf>

More Related