Whether or not punishment is effective depends on many different factors that could go beyond the scope of this project. However, considering the perspective of corporate management, there are various aspects that are common across many different environments and industries. First, a general description of the concepts that drive human behavior and motivation is necessary to illustrate what can be identified as effective and ineffective. Additionally, considering the increasing occurrences of companies globalizing, punishment across different cultures will be discussed. The corporate environment will be another aspect taken into consideration which will illustrate any differences that may be discovered when analyzing policies in an office
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Moreover, Vroom theorized that an employee will determine whether or not they think they can complete an activity before attempting to perform it (Meehan, 2010). Motivation will decide the intensity of which an employee will perform an action. According to Vroom’s theory, there are three elements that determine the effort an employee will put into an activity: expectancy, instrumentality, and valence (Gerrig & Zimbardo, 2010). Expectancy is the likelihood that the employee’s efforts will result in a certain amount of performance (Gerrig & Zimbardo, 2010). Instrumentality is the perceived likelihood that their performance will lead to certain outcomes (Gerrig & Zimbardo, 2010). Finally, valence is the value the employee holds for those perceived outcomes. Vroom designed these concepts to work like an equation. If a number were to be assigned to the values of the three elements, one would multiply valence and instrumentality, which would determine the expectancy value, which is the level of the employee’s efforts (Gerrig & Zimbardo, 2010). For example, if the value for instrumentality or valence is very low, there would be a lower level of expectancy. If an employee was certain of a particular outcome, but did not hold much value in the outcome, their motivation for the job would be low. Conversely, if the desired outcome was high, and the probability of the outcome is also very high, then the employee would put forth a higher level of effort into the activity (Gerrig & Zimbardo,
Moreover, Vroom theorized that an employee will determine whether or not they think they can complete an activity before attempting to perform it (Meehan, 2010). Motivation will decide the intensity of which an employee will perform an action. According to Vroom’s theory, there are three elements that determine the effort an employee will put into an activity: expectancy, instrumentality, and valence (Gerrig & Zimbardo, 2010). Expectancy is the likelihood that the employee’s efforts will result in a certain amount of performance (Gerrig & Zimbardo, 2010). Instrumentality is the perceived likelihood that their performance will lead to certain outcomes (Gerrig & Zimbardo, 2010). Finally, valence is the value the employee holds for those perceived outcomes. Vroom designed these concepts to work like an equation. If a number were to be assigned to the values of the three elements, one would multiply valence and instrumentality, which would determine the expectancy value, which is the level of the employee’s efforts (Gerrig & Zimbardo, 2010). For example, if the value for instrumentality or valence is very low, there would be a lower level of expectancy. If an employee was certain of a particular outcome, but did not hold much value in the outcome, their motivation for the job would be low. Conversely, if the desired outcome was high, and the probability of the outcome is also very high, then the employee would put forth a higher level of effort into the activity (Gerrig & Zimbardo,