Importance Of The Expectancy Theory Of Motivation

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Victor H. Vroom’s Theory (1964) developed the Expectancy Theory of Motivation. Vroom’s theory is based on behavior of an individual at work and having positive performance will lead to desirable rewards. Vroom states that “an employee’s performance is based on individual factors such as personality, skills, knowledge, experience, and ability” (p. 347). Figure 3.4 will illustrate the three components to this theory: expectancy, instrumentality, and valance. The variables of Vroom’s (1964) theory are defined by Hallez and Ball (2008) as follows:
Expectancy is the belief that increased effort will lead to increased performance i.e. if I work harder then this will be better. This is affected by such things as: 1. Having the right resources
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Showing praise from the boss and acceptance by co-workers can keep the preschool/daycare environment warm and accepting to all the staff members. The theory supports the outcome of good and bad behavior in two separate stages. The expectancy stage showing the first outcome, and the instrumentality stage showing a second outcome and bearing the repercussions of good and bad behavior.
J. Stacy Adams (1963) Equity Theory insinuates that employees’ input of labor should be rewarded equally with their output to motivate them. The theory is perplexed due to what employees feel is fair, including how one’s relationship is perceived by another. This theory suggests “you wash my back, I’ll wash yours” or “eye for an eye”. Generally, feeling that when actions such as time and commitment is giving, then job security and recognition should be returned. An employee is more likely to be disappointed or frustrated if they feel the other employee as not contributed as much input as they should have. The employee will become unmotivated and likely withdraw from aiding in group projects, or assisting individuals when asked. This type of employee will build tension and possibly suffer consequences due to a negative attitude. Figure 3.5 illustrates what one may perceive as equal or fair.
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The limitations caused from timing due to budgets and reports that took precedence cause a less thorough interview. The preschool/daycare center was short staffed that also was a variable in timing. The possibility of interviews may have been influenced based on those chosen to go thru the interview process. Although, working with a Christian preschool/daycare center it is assumed that those chosen gave truthful and honest opinions. The correlation between job descriptions and job satisfaction may show more positive results if job descriptions could have been implemented for a longer period. Though, this study showed an overwhelming factor that job descriptions are needed. Even though, the study did not show evidence that job descriptions would improve job satisfaction, it did show that job descriptions are desirable to improve duties to be completed.
Recommending additional research to substantiate the connection between job descriptions and job satisfaction. The preschool/daycare center ought to implement the job descriptions throughout the whole center and then, interview all staff members. Interviewing all staff members, not just a select few would have more feedback giving greater results. These results could imply a staffing change if someone is uncomfortable or having difficulty in their assigned

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