Introduction
Employee motivation is one of the leading factors in determining job performance. As employees continue to work more and more job hours, they begin to lose the motivation and the drive which keeps them from staying with their companies. Because this occurrence is inevitable, managers figure out ways to increase motivation to retain as many employees as possible. Managers go through the task of creating incentives, giving positive performance appraisals, and even creating competition amongst the workers in the organization. The reason methods like these work well in a company is because the managers are able to tap into the behaviors and the choices their employees make and give them a sense of expectancy. This report gives a brief …show more content…
The Expectancy Theory is a process theory, which explains the rationality behind maximizing pleasure and minimizing pain. The theory has a strong correlation between employee performance and motivation because employees will always assume that because they perform in a type of manner, they will always receive some type of reward or recognition with it. Vroom breaks down the theory into three key components, which include expectancy, instrumentality, and valence (Scholl, 2002). Most of the time, employees have a tendency to perform well because they have the conscious thought that their end-performance will be valued or will have some sort of significance. This ties in to Vroom’s concept of employee expectancy. Expectancy assumes that putting in more effort into a job will lead to higher rates of performance, which eventually leads to motivation. Capobianco (2014) …show more content…
Tying in with instrumentality, valence is not how much effort an employee is willing to put in to reach an end-reward, rather it is how much they value the rewards that await them. Managers can throw all sorts of rewards and incentives for employees, but if that certain employee values only a few types of rewards, then it would be pointless to bring up large amounts of rewards. As Strauss (2013) mentions in his article, “A manager needs to understand that though those perks are great and release burdens from employees’ shoulders, they are not a substitute for prime sources of professional inspiration.” (para. 11). Employees with positive valence will be happy to receive wage increases or even tangible rewards. Employees with negative valence would propose questions such as “do I really want an increase in my pay? Is there anything else the company can offer?” Because the employee does not desire the reward being offered, this employee does not feel the need to perform at their
Employee motivation is one of the leading factors in determining job performance. As employees continue to work more and more job hours, they begin to lose the motivation and the drive which keeps them from staying with their companies. Because this occurrence is inevitable, managers figure out ways to increase motivation to retain as many employees as possible. Managers go through the task of creating incentives, giving positive performance appraisals, and even creating competition amongst the workers in the organization. The reason methods like these work well in a company is because the managers are able to tap into the behaviors and the choices their employees make and give them a sense of expectancy. This report gives a brief …show more content…
The Expectancy Theory is a process theory, which explains the rationality behind maximizing pleasure and minimizing pain. The theory has a strong correlation between employee performance and motivation because employees will always assume that because they perform in a type of manner, they will always receive some type of reward or recognition with it. Vroom breaks down the theory into three key components, which include expectancy, instrumentality, and valence (Scholl, 2002). Most of the time, employees have a tendency to perform well because they have the conscious thought that their end-performance will be valued or will have some sort of significance. This ties in to Vroom’s concept of employee expectancy. Expectancy assumes that putting in more effort into a job will lead to higher rates of performance, which eventually leads to motivation. Capobianco (2014) …show more content…
Tying in with instrumentality, valence is not how much effort an employee is willing to put in to reach an end-reward, rather it is how much they value the rewards that await them. Managers can throw all sorts of rewards and incentives for employees, but if that certain employee values only a few types of rewards, then it would be pointless to bring up large amounts of rewards. As Strauss (2013) mentions in his article, “A manager needs to understand that though those perks are great and release burdens from employees’ shoulders, they are not a substitute for prime sources of professional inspiration.” (para. 11). Employees with positive valence will be happy to receive wage increases or even tangible rewards. Employees with negative valence would propose questions such as “do I really want an increase in my pay? Is there anything else the company can offer?” Because the employee does not desire the reward being offered, this employee does not feel the need to perform at their