The Expectancy Theory in the Context of Human Resources Motivation and Management - Literature review Example

RUNNING HEAD: MOTIVATION AND MANAGEMENT: MOTIVATION AND MANAGEMENT Name Institution Date Introduction Motivation is a fundamental aspect that influences the behavior of employees within an organization. It is defined as a force that drives humans to attain their objectives (Datta, 2010). As a result, well-motivated individuals are those with clearly defined goals and who take action that assists them achieve the expected goals. Armstrong (2006) highlights that management as a practice that involves getting things done through people should be centered on ensuring that employees are effectively motivated. On the other hand understanding the requirements of effective motivation of the employees in the workplace has often been difficult, based on the fact that human nature is quite complex. It is against this backdrop that a number of theories have been devised in order to explain how motivation works in management. This particular paper therefore seeks to evaluate the expectancy theory, as one of the essential theories of motivation. In addition an evaluation of how the theory works in management will also be presented. The expectancy theory was developed by Victor Vroom in 1964. The theory is grounded on the assumption that employees or generally people make decisions and take action based on their expectations and the degree to which a particular behavior will result to the anticipated outcome. Consequently motivation of the individual is basically determined by the expected outcomes. According to Vroom expected outcomes are divided according to first order outcomes and the second order outcomes. The first order outcomes include creativity, performance reliability and tidiness .The second order outcomes include job security, salary increase, acceptance by coworkers and praise from the boss (Friedman, et al 2008). The expectancy theory also propagates that most employees have three basic beliefs. The first belief is Valence. Valence is the aspect of emotional orientation whereby employees hold with high esteem the rewards he/she gets from a certain behavior. The second belief is based on expectancy which refers to the different expectations that employees have about their capability, the employee therefore believe that their efforts would result to their desired outcomes. Instrumentality on the other hand refers to the view by employees that they will receive their desired outcomes as promised by the management. As a process, the expectancy theory results from how much an individual wants a reward (Valence), the employee then approximates the possibility that the effort will produce the anticipated performance (expectancy) and the certainty that the performance will produce the rewards (instrumentality)( Behling & Frederick, 2003). The expectancy theory constantly works within the context of management and in any organization. One of the ways in which the expectancy theory works in management is that it assists in the development of a just and fair reward system in the organization. As proposed by Vroom employees behave or in a certain manner based on the end value that they obtain from the task (Friedman, et al 2008). According to the theory the question that runs through the minds of every employee is basically ‘’ what do I gain or benefit out of this task?’’ As a result the practicability of the theory rests on the expectancy theory whereby an employee cognitively determines his selected behaviour based on external returns or rewards associated to the job. Rabideau, (2005) highlights that managers usually control the reward system that employees utilize in their set expectations. These may come in rewards that are specifically stated such as bonuses, salaries and public acknowledgement of an employee’s achievement. Rabideau, (2005) further argues that in most cases managers frequently overlook the importance of setting up reward systems that motivate employee to work hard in order to obtain the expected outcome. The expectancy theory therefore suggests that it is essential for the management to know what employees value and to know the various ways in which employee can be provided with the expected outcomes. The expectancy theory also facilitates the attaining organizational goals. One of the significant attractions propagated by Vroom’s expectancy theory is that it acknowledges the importance of motives and needs of the workforce. It basically avoids the simplistic views that are presented by other theories such as the Herzberg and the Maslow theory. Employees usually have different goals as opposed to those of the organization. The expectancy theory evidently brings about the aspect of harmony in objectives of both the organization and the employees. This is because; the different goals of employees are able to fit the goals of the organization. The goals of employees are evidently harmonized through a system of managing objectives of both the organization and the employees (Koontz & Weihrich, 2006). For example a study conducted by Bradley (2007) to evaluate employee commitment in the public sector; suggested that the expectancy theory offers a significant theoretical foundation of understanding the independent contributions of employees towards task performance, which further facilitated the attaining of the goals of the organization. The study showed that the public sector employees contributed more to tasks that were related to lucrative extrinsic rewards. Their commitment to tasks was based on the expected benefits or outcomes ‘’ what benefits do I get from the task’’. What is evident from the study is that the expected extrinsic rewards did increase the level of performance and employee commitment (Bradley, 2007). Vroom’s perspective is that the role of a manager it develop or design an environment for performance whereby individual outcomes are met while at the same time the objectives of the organization are also attained . As a result attaining the objectives of the organization become more as indicated below; The expectancy theory also works in management to assist in strategy formulation. A strategy can be described as a direction or plan of utilizing the organizations resources in order to achieve the set objectives (Datta, 2010) .The expectancy theory puts emphasis on the fact that employees as one of the essential resources of the organization perform their tasks effectively when their expected outcomes are met. Vroom's expectancy theory reveals that the expectations linked to the performance and the performance outcomes influence the level of effort used in a particular task. Datta, (2010) therefore argues that managers have to develop and implement strategies that assist employees in performing effectively which intern will result to employees obtaining their expected rewards such as the renewal of employment terms and also better remuneration. The expectancy theory also enhances the development of performance levels that the employees can achieve. As propagated by Vroom employees have what is known as ‘’expectancy ‘’which refers to the different expectations that employees have about their capability. This therefore influences how they perform their tasks. As a result it is vital for the management to set specific and simple goals that have measurable outcomes in order assist the staff to clearly know what they are supposed to do. Furthermore, the management should establish realistic and attainable goals for employees and not set the staff up unrealistic expectations and failure. In addition managers should establish goals that are within the performance range of the staff and that is the basic reason why the aptitude, potential , abilities , values , knowledge and skills should be put into consideration before an employee is allocated a particular task (Behling & Frederick , 2003). For instance, employing a conservative and traditional person in a clinic performing abortion may not be a move that is advisable based on value and moral considerations although the individual may be a highly skilled surgeon. It is essential for the management to bear in mind that the process of goal setting should also reflect the outcomes that are supposed to be achieved. Behling & Frederick (2003) highlights that commitment to tasks is usually easier when a person possess a mental construct of what the final product of the entire activity will be. Behling & Frederick, (2003) further argue that the alignment of task according to the values and beliefs of the employees is a way of developing performance expectations or expectations that employees can achieve. Greg & Anne, (2003) also reveal that the expectancy theory promotes the concept of continuously rewarding deserving and exceptional performance by the employees. Vroom’s expectancy theory is grounded on the assumptions that employees are usually motivated to behave in a certain manner in order to attain a certain desired outcome or benefit. This particular view is closely linked to B.F skinners operant condition due to the fact that in both contexts an operant or individual is mainly responsible for the reinforcement or the outcome which results to the repetition of the aspired behaviour. Rabideau, (2005) elaborates that reinforcement comes after the repetition of the behaviour that was desired (outcome) which occurs after a stimulus (input) has been presented. The link between the expectancy theory and Pavlov’s salivating dog is that the stimulus may sometimes be generalized just as it occurs in the context of employees receiving bonuses or promotions for the work they performed well. Rabideau, (2005) therefore argues that effective motivation is dependant on continuously rewarding deserving and exceptional performance by the employees. The expectancy theory also provides a framework for evaluating how employees make choices in relations to their expectations. As a result through focusing on expectations the theory accounts for variations that exist in the choices of employees, in despite of the concrete amount of effort needed to attain benefits and the actual worth of rewards. Consequently the management can make decisions based on the expectations of the employees (Friedman, etal 2008). For example the employees who are identified to be competitive and productive receive rewards while those perceived to be non productive are driven out of the system. Friedman, etal (2008) therefore advocate that the expectancy theory promotes the concept of the management continuously assessing employee motivation levels through techniques such as personal interviews and questioners. Johns (1996) further argues that in despite of the fact that the organization may have developed attractive schemes of incentives and salary structures, it is essential to continuously evaluate how employees make choices based on their expectations. This is because the dependence on one particular incentive scheme or motivation may enhance efficiency in the short-run however in the long-run it may prove to be ineffective. For instance in organizations that develop production targets such as the case of mining companies, the staff work for long hours (overtime) which may eventually compromise safety standards in order to attain the target and receive the bonuses. A lot of deaths in mines have been recorded which finally leads to the closing down of the mines for some period of time in order to improve the safety standards (Johns, 1996). The expectancy theory is also useful in terms of unlocking the potentials of the workforce. The term potential basically refers to the possibility of attaining excellence or being able to attain a set objective. According to Greg & Anne, (2003) unlocking the potentials of the workforce is linked to empowerment. Unlocking the potential of the employees also implies that the management should put into consideration the aptitudes, the abilities and skills of the employees. Greg & Anne, (2003) recommend that; this can be done through designing dynamic, interesting and challenging tasks depending on the different characteristics that the employees possess. As propagated by the expectancy theory employees usually have expectations about their capability, employees believe that their efforts would result to their desired outcomes. Some of the strategies that the management can unlock the potentials of the workforce include, up to date communication, allocating tasks in a manner that fits the employees preference and capability, valuing the difference that exist among employees and setting clear and realistic standards for job performance . Greg & Anne, (2003) conclude that unlocking the potentials of the workforce entails believing in the success outcomes of employee performance and their commitment towards attaining goals. Conclusion There is no doubt that motivation of the workforce is an important aspect in management. It is therefore the duty of the management to identify how best the employees can be motivated. As a highlighted by the above analysis the postulates of the expectancy theory are very relevant is the motivation of the workforce and should be implemented by the management, when enforcing employee motivation. References Amstrong, M. (2006). Human Resource Management Practice. Kogan Page Limited. London. Behling, O & Frederick .A.(2003). The Postulates of Expectancy Theory Orlando and. Starke. The Academy of Management Journal. 16( 3).pp. 373-388 Bradley, E.( 2007).’’Public Service and Motivation: Does Mission Matter?’’Journal of Public Administration. 67(1), P54-64. Datta, P. ( 2010). Strategic Human Resource Management: Motivation at Work. Sage. Friedman, B, Cox, L, Larry, E.(2008).An Expectancy Theory Motivation Approach to Peer Assessment. Journal of Management Education , 32 (5), 580-612. Guth, W& Macmillan, C. (2006). ‘’Strategy implementation versus middle management self- interest’’ Strategic Management Journal, 7 ( 4, ). Greg , R& Anne, J. (2003). Rewarding Creativity: When does it really Matter? The Leadership Quarterly, 14 (4-5), P 569-586. Koontz, H & Weihrich, H. (2006). Essentials of Management. McGraw-Hill Education. Johns, G. (1996).Organizational Behavior: Understanding and Managing Life at Work. HarperCollins College. p 60. Rabideau, S. (2005). Effects of Achievement Motivation on Behavior. Rochester Institute of Technology. Read More