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The expectancy theory is a theory that suggests that the motivation of an individual to perform in a certain manner is dependent on how much the individual anticipates that the performance will be followed by a reward and on how much the said reward means to the individual. In other words, the individual’s motivation is measured by how much an individual wants a reward (Valence), the assessment of the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). Where valance is the strength of the individual’s preference for a particular reward, Expectancy ca be described as the individual’s confidence in his ability and skill to produce the necessary level of performance and Instrumentality is the individual’s estimate of the chance that by producing the necessary level of performance, it’ll result in various work rewards. The expectancy theory concentrates on the following three relationships:…
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The expectancy theory was developed by Victor H. Vroom in 1964 as a systematic explanation of individual motivation within the workplace. This theory put forth three key components: expectancy, performance, and valence. From the base component of the theory, which is expectancy, behavior is built by an individual’s value of the reward or valence. Vroom’s theory of expectancy is used by manager to understand how individual employees are motivated and how they will respond to rewards closely tied to the tasks given. Expectancy is proposed to be an individual’s understanding of how their effort leads to a given performance level. Vroom put forth in his theory that individuals believe the more effort put into a task or objective, the better the performance on the task. Therefore, effort leads to performance or E P. This effort is closely related to the individual’s belief that they can perform the given task (self-efficacy), whether they believe the task is perceived obtainable, and the individual can control the goal or performance. If the result of a strong effort is a good or exceptional performance, than the result of good performance should be a given outcome, P O. This outcome should be a reward tied closely to the task and performance. A reward that is tied significant to the performance will help to motivate the individual’s effort. The third key factor of Vroom’s expectancy theory is valence. Valence refers to how much value the individual places on the reward, V(R). Again, the reward should be tied to the outcome, but without a perceived value by the individuals, performance will not put forth any effort to begin with. A summary of the Vroom’s expectancy is seen with the following notation. (Web site, Expectancy Theory, 2013)…
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Expectancy is the first key component of the Expectancy Theory of Motivation. It can be explained as the belief that the employees have about their ability to meet the performance of a certain level. It is often called the effort-performance relationship. If a person does not believe that they are able to meet their employers performance standards no matter what they do, they will lose all of the motivation that they have.…
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(Jones, G. R. 2007) the expectancy theory “argues that work motivation is a function of an…
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Grand Canyon University, 2015. GCU Lecture notes: Theories and Concepts in Leadership and Management. Retrieved from: https://lc-ugrad1.gcu.edu/learningPlatform/user/users.html?token=P%2fA5aEkSE%2btyPV%2b9QYwh7V2uGjVT%2bkYk3HRqY4ZFPI4zSL5kU8MwEz45uvAbV6%2b5&operation=home&classId=1611349#/learningPlatform/loudBooks/loudbooks.html?currentTopicname=Theories and Concepts in Leadership and…
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Citations: Campbell, Scott. "Great Leaders Grow Deep Roots The Six Characteristics of Expectional Leaders." . N.p., n.d. Web. 16 Jan 2012. .…
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(McShane, Steen, & Tasa, 2015). The expectancy theory is the study of the amount of effort put into a task that people will believe will have the most utility for the desired outcomes. (McShane, et al.). Whenever we try to achieve a goal, we go through a systematic process. We put in an effort, which affects performance, which will turn into possible positive or negative outcomes, and during this process, three components can affect it, the E-to-P expectancy, P-to-O expectancy, and Valence. The E-to-P expectancy is a perception that a specific effort level will result in a specific performance level. A stronger E-to-P expectancy results in better outcomes and greater performance. P-to-O expectancy is the probability that performance will lead to particular outcomes, and valence is the feelings (Satisfied or dissatisfied) towards the outcome. Valence can be improved by individual rewards. (McShane, et…
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After the employee assessments for Essence, her assessments revealed that she is a motivated employee and is fulfilled in her role within the company. She is capable of making sound decisions with her job and it is not widely affected by her emotions. Essence has proved to be a capable decisive employee; always helpful, willing and able to execute direction and able to give direction. To keep this employee motivated the theory that came in to mind is the Expectancy Theory. With using the Expectancy Theory the employee also knows that working effectively and efficiently will only equal excellence. Within turn gaining excellence…
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Lunenburg, F. (2011). Expectancy Theory of Motivation: Motivating by Altering Expectations. International Journal Of Management, Business And Administrations Volume, 15.…
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Expectancy – the expenditure of effort results in acceptable levels of performance. This perception will be based on the Mr. Bailey’s past experience,…
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Evaluate to what extent a) expectancy theory and b) goal theory can explain motivation at work.…
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As Pointed out by Expectancy theory that People make choices about behavior based on their expectation of what is likely to happen in terms of effort leading to performance and performance leading to desired reward. On the other hand Equity Theory Points out that those Perceptions about reward systems matter.…
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: Sweet, Kenneth Michael, Jr.. : University of Houston, ProQuest, UMI Dissertations Publishing, 2012. 3504759. ProQuest : In a three manuscript dissertation, I propose a Meso-model of organizational leadership based on fit theory and then test key propositions of the model concerning exchange relationships between leaders and followers. The first manuscript examines existing leadership theory highlighting points of agreement and contention among theoretical paradigms, and then presents a fit-based model designed to integrate theory and allow for more directed growth in the field. The second manuscript proposes that narcissistic leaders will form dysfunctional relationships with followers based on subordinate Core Self-Evaluation (CSE). It is hypothesized that follower CSE is positively related to higher quality exchange relationships (LMX) with supervisors. However, I predict that leader narcissism moderates this relationship such that for narcissistic supervisors the CSE-LMX relationship is negative, as narcissists prefer to surround themselves with low-CSE followers. Results did not support the hypotheses, and several intervening variables and future directions are considered in the discussion. The third manuscript investigates the…
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Robert G. I. (2001) Leadership and Motivation: The effective application of expectancy theory. Journal of Management Issues, 7(2), 212-226.…
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References: Cliffe Notes, (2012). Retrieved from http://www.cliffsnotes.com/study_guide/ Motivation-Theories-Individual-Needs.topicArticleId-8944,articleId-8908.html DeLong, T. and Ager, D., (2004). HBS cases are developed solely as the basis for class discussion. President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http:// www.hbsp.harvard.edu. This document is authorized for use only in JFT2 — Organizational Management —14 by Faculty at Western Governors University from October 2012 to July 2014. Kreitner, R., Kinicke, A. (2010). Organizational Behavior, 9th Ed., McGraw-Hill Irwin, New York, NY. Wikipedia, (2012). Leadership retrieved from http://en.wikipedia.org/wiki/ Leadership.…
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