The Process of Successful Change

Topics: Motivation, Victor Vroom, Management Pages: 3 (1213 words) Published: November 25, 2012
The Process of Successful Change
Norma Taylor
HCS 325
July 10, 2012

The Process of Successful Change
There are many responsibilities involved with the title of manager. Implementing and rolling out change to your employees can be overwhelming. There are different techniques used to ensure a smooth, uneventful transition to change. Some techniques are not as useful and successful as others, depending on what type of change is involved. Motivational techniques to implement change in a company are not an easy task, but it is possible. Expectancy theory, two-factor theory, goal-setting theory, and equity theory are a few different techniques that I would use in my company. The expectancy theory is a unique way to motivate employees during a time of change. Victor Vroom’s expectancy theory suggests that “people will do what they can do when they want to do it” (Lombardi & Schermerhorn, 2007). This theory depends on three different factors: Expectancy, Instrumentality, and Valence. Expectancy is the belief that working hard will result in a desired level of task achieved. Instrumentality is defined as a person’s belief that successful performance will be rewarded and has other good outcomes. Valance is the value a person assigns to the possible rewards and other work related outcomes. There are pros and cons to the expectancy theory. One pro is that this theory is a commonly recognized for supporting an employee’s decision-making method. A shortcoming of this theory is that it has numerous elements that may make this theory not as successful. For example, this theory does not take the emotional state of the individual into consideration. The individual's personality, abilities, skills, knowledge as well as previous experiences are factors that may affect the outcome of this model. The expectancy theory of motivation is a "perception" based model. The manager needs to guess the motivational force (the value) of a reward for an employee. The...
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