The Expectancy Theory of Motivation

The foreboding Theory of motif The Expectancy Theory of Motivation Mr. Jeffrey Kiger Western Governors University LET 1 Task 1 Abstract The Expectancy Theory of Motivation was developed by master Vroom in 1964. The theory is not without its critics however, most of the evidence is supportive. The Expectancy Theory helps to explain the motivations of employees in both a positive and banish federal agencys. A lot of people in the workforce feel this way approximately their jobs or cargoners. Although they have probably never thought lots about why they feel this way or asked themselves what sess I do to overcome these feelings? The Expectancy Theory of Motivation There are 3 relationships that are associated with the expectancy theory of motivation. The first relationship is effort-performance, which is the experience by employees that a certain amount of effort volition tug to an acceptable performance standard. The second relationship that this theory explains is that indiv iduals believe the worthy outcomes are the result of performing at a certain level. The utmost relationship that is related to the expectancy theory of motivation concerns the correlation mingled with rewards and personal goals.This part explains to what degree a companys rewards see an individuals personal haves or goals. The relationship similarly stresses the importance of those realizable rewards for the employees. The employees seem to have a number of issues that they need to overcome in order for them to be successful with the refreshing performance process. It seems like Supervisor A is having trouble communication and motivating with his team. solely 3 of the Expectancy Theory relationships seem to be prevalent in this situation. virtually of the team members tire outt think that they can physically do the job.A portion of the employees feel that the new performance system is overly demanding for their abilities. The company needs to re-examine the processes, break them down to more canonic steps, and then spend a little time retraining the payoff teams. The employees will then see that they can live up to the production goals. Some of the early(a) employees dont want to do the job, they can meet the production goals but they have decided that it isnt important abounding to do so. They have determined that the effort isnt worth it because other employees get paid the same amount even though they dont reach the same production goals.They havent silent the actual relationship of performance to reward. They are putting the focus on the other employees and forgetting about themselves. The company needs to address this conflict in order to have successful production teams. The last group of employees do not think that the rewards for achieving the companys production goals will symbolize much to them at the end of the week. They are obviously concerned about their personal goals of making as much money as possible each week. They are getting the reward for their effort toward the companys production goals however, its not enough.These employees really have to make a decision concerning the reward versus their personal goals. In my opinion, the company needs to do 4 things to fix the issues at hand. First of all, the company needs to go out why the production goals are not reached and find solutions so that the employee can be successful. Secondly, they need to do a better job of communicating the production goals and standards. The third item that needs to change is the accountability of the employee to the production goals. Last of all, the company could even change the production levels that must be met to receive a bonus.The possibility of reaching the goals and receiving the reward/bonus will help the employee see the achievement of the performance reward relationship. Appendix each Appendix appears on its own page. Footnotes 1Complete APA style formatting information may be found in the Publication Manual . Table 1 grammatical case the table text here in italics start a new page for each table Insert table here Figure legends Figure 1. Caption of figure Figures note that this page does not have the manuscript aim and page number