Expectancy Theory of Motivation
Expectancy Theory of Motivation
Components of the Expectancy Theory of Motivation
The expectancy theory of motivation stipulates that the productivity of employees within an organization is dependent on the rewards in addition to the presence of the necessary pillars of performance. In describing this theory, three main components are significant. Valance serves as the first perspective in the expectancy theory. Valance implies the degree of value an employee attaches to the completion of tasks or the attainment of certain goals. Consequently, valence helps in presenting organizational tasks as worthwhile.
The second perspective in the expectancy theory of motivation is instrumentality (Miner, 2007). This refers to the extent to which the employee believes in the availability of sufficient resources and equipment to complete organizational tasks. Consequently, the employee must feel that the company is doing enough to facilitate to the attainment of goals. The third component in this theoretical framework is expectancy. This refers to the degree to which an employee is confident about his abilities to complete the task. In essence, the employees should have some sense of confidence that effort will form the basis for task completion.
The three components of the expectancy theory of motivation have direct association with each other. The realization of instrumentality is dependent on expectancy (Miner, 2007). On the other hand, valance is directly dependent on both the instrumentality and expectancy components. In the absence of one of these components, it would be difficult to attain maximum efficiency from the expectancy theory of motivation. The interrelationship between the three components is thus essential towards attaining efficacy from this theory.
Applying the Expectancy Theory of Motivation
In this company, it is clearly evident that the levels of motivation among employees are very low. This is the main reason behind their negative attitudes towards the new production process. However, the expectancy theory of motivation can be extremely helpful in addressing this challenge. Firstly, it is fundamentally essential for the supervisors to implement a comprehensive reward plan. This plan must be based on the performance of employees.
The current organizational framework does not provide any form of incentive for completing tasks. Consequently, the employees are reluctant towards adopting the new production process although it enhances productivity. In this case, the reward plan will serve as an exemplary platform for instrumentality. The second approach of implementing the theory pertains to the enhancement of expectancy levels among employees. Employees should perceive the new production process as a stepping stone for them to attain the rewards for performance. Additionally, it is extremely pertinent to enhance the employees’ confidence in using the new production platform. This will create interest even among employees who are unfamiliar with the operational framework of the process.
The enhancement of expectancy levels will serve as an essential tool for the valance component of the expectancy theory of motivation. This is where the employees attach value to the new production process. Within an organization, it is complex to promote the usage of new technology if the employees to dot attach any value towards it. Consequently, the supervisors must familiarize the employees about the tangible benefits of using the new production process. This will be helpful in terms of motivating employees to boost their standards of performance using the new technological platform. It is thus evident that the expectancy theory of motivation would serve as a useful tool for addressing the motivational challenges facing the company.
Reference
Miner, J. (2007). Organizational behavior, Armonk, NY: M. E. Sharpe, Inc.
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