The Expectancy Theory Of Determination And Company X Management Essay

Company X produces a line of audio tracks products for the industry professional and prides themselves on the attempts to supply the highest quality available. Furthermore, the company touted high development expectations while attaining their goals. Execution of a newly-designed creation process to enable employees to accomplish their development goals occurred and their work have not been successful. Observations have included a lack of effort to master the process, deficiency in attaining those goals by those people who have perfected it, and too little matter regarding goal achievement from those who are regularly top companies. Through interviews and casual conversations that were conducted, employee concerns were indicated and the result is a break down in the relationships and components in the expectancy theory of inspiration. The attitude of Company X's development staff and the lack of drive to complete goals is a direct result of a malfunction in the connections within the expectancy theory of motivation.

Building the Expectancy Theory of Motivation


Victor Vroom's expectancy theory of inspiration relates that employees in a business will be motivated when they maintain certain values to be true. "The effectiveness of a tendency to act in a certain way is determined by the strength of an expectation that the action will be accompanied by a given end result and the appeal of the outcome to the average person" (Robbins & Judge, 2007). The idea is made up of three romantic relationships, or parameters, that behave much such as a chain. When all three are efficiently satisfied, then determination is totally achieved. When one of the associations is damaged or out of sync, then it isn't. The effect is a merged insufficient efficiency, minimum effort, no goal attainment.

Component 1: Expectancy

Expectancy is made upon the fact that work exerted will beget acceptance of advantageous performance. Several factors can hinder this little bit of the motivation equation. These factors include the idea that a staff member has the skills and potential to execute their tasks efficiently, how difficult the goals are to achieve and where they fall season with regards to the worker's expectations, and whether there is certainly any control over their performance. For instance, in case a department's members discuss the fact that "no matter how hard they work, the probability of obtaining a good performance appraisal is low", then inspiration will be low due to a low level of expectancy (Robbins & Judge, 2007).

Component 2: Instrumentality

Instrumentality is defined as the fact that if the person complies with or exceeds expectations, then they receive a greater praise than those who do not. Instrumentality will be low if the rewards follow all degrees of performance with no distinction between what's acceptable and unacceptable. It is influenced greatly by the trust employees have in their leaders and the chance that the pledges of reward once and for all performance is believable. Another factor that can determine the level of instrumentality present is proven when the personnel do not trust the market leaders, yet have the ability to control the rewards system through another means. This control increases instrumentality. Regulations also influence instrumentality; the formal documents of pay and other rewards and benefits contributes to raising levels of instrumentality.

Component 3: Valence

The third element within the expectancy theory of desire is valence. Valence is the amount of value an individual places on the rewards as a function of these needs, goals, and beliefs. The employee's personal preferences will determine the level of valence present for motivation. If the worker needs a certain reward but obtains another, the amount of valence will be lower. Higher degrees of valence can be found when the knowledge of the average person employee's goals are realized by their leader and are then considered along with the marriage between their attempts and performance. Good work compatible good performance when a strong relationship exists (Robbins & Judge, 2007).

Correcting the Motivation Problem

Company X is experiencing dysfunction within the expectancy theory of drive and thusly, motivation is low. The personnel are not encouraged to expend the extra effort to meet the high benchmarks and production goals because of this. Expectancy is low, as will be the levels of instrumentality and valence. Correcting these problems is attained by addressing concerns to raise the levels of these three variables.

Raising Expectancy Levels

Expectancy levels at Company X are hurting. The employees do not put any extra effort into mastering the new development process and the ones who have done so can be not placing forth the effort to attain goals as the business has directed. A number of the employees explained that they can not be successful because they don't believe they have got the skills to do so.

Suggestions to improve these problems would include providing extra training period to enable the employees to gain the side dexterity they imagine they are lacking. This would enhance their self confidence in the new process and give them the various tools to attain the new goals while fostering the fact that the goals are realistic to meet. Maximizing their skills and capability to complete the duties successfully contributes to higher performance and also results control of their identified performance levels back again to the employees.

Raising Instrumentality Levels

Instrumentality levels are faltering at Company X as well. In Supervisor B's casual interactions with Supervisor A's employees, it is observed that there is no difference in salary increases for employees who meet departmental goals and the ones who do not. Personnel feel like they can be resigned to the rewards system currently in place and they don't see a difference in salary increases or bonuses based on merit. Recognition is therefore non-existent, and the prize for everyone employees no matter performance sends the wrong message. Workers don't need to meet goals to get rewards and they are not motivated to work to achieve the higher standards. In fact, salary is merely damaged if performance is very slow-moving. As the employees do not feel the recognition for employment well done co-exists with more stringent rules for when a poor job is done, they don't put forth the excess effort. This relationship in the expectancy theory is destroyed.

An upgraded system of managing performance appraisals needs to be implemented. Ultimately, it could better recognize those people who are putting in extra efforts to ensure that goals are being fulfilled while providing feedback for low-performers on areas for improvement. Worker incentives like raises and bonus products would be contingent on meeting or exceeding certain standards. In restructuring, use performance appraisals, or individual performance in tandem with departmental and development goals to better challenge and prize the workers. A low performance appraisal and poor or mediocre performance wouldn't normally be rewarded at the same levels as those with high-scored performance appraisals and above average development. By developing a tiered bonus offer system, the bonuses would be much larger and build a desire to realize that degree of reward. Once this occurs and is also formally recorded within the company guidelines, instrumentality levels rise and are corrected because assurance and trust in their leaders would be restored.

Raising Valence

Further discussions with Supervisor A's employees uncovered an escape in the 3rd little bit of the expectancy theory of drive, valence. The rewards offered by the business do not meet up with the personal goals of the personnel. The bonus wanted to employees is too small after taxes and the workers' conception is that it's not worthwhile their effort; after taxes come out of their bonus offer, overtime pay surpasses the total amount a bonus would provide. This information explains yet another key breakdown in the expectancy theory of motivation.

The system is looking for restructuring so the bonus meets the personal goals of the creation employees. The "What's in it for me?" question needs a suited answer that does this. If a worker is enthusiastic about a promotion, bonus, raise, or elsewhere, it is important that their opinions is taken into account in offering a pay back that has personal value for the employees. Boosting the valence level is satisfied as soon as the factors of value, needs, goals, and personal preferences are met, determination increase.


The problem is three-tiered but in working within the three romantic relationships and by wearing down each part, the leaders at Company X can enhance motivation by nurturing the three degrees of expectancy, instrumentality, and valence. "By carrying out a checklist of issues to handle, arising from the idea itself, and by bestowing rewards within an appropriate fashion, the first choice is enabled to adopt [an] affect strategy that enhances levels of personal desire" (Zerbe et al, 2001). Because "an employee's expectancy - her or his wisdom about the appeal and possibility of a prospective compensation - strongly affects that person's willingness to defend myself against a new task", the effect could be more work expended by the employees to meet goals they understand as achievable (Newstrom, 2007).

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