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"Expectancy theory directs us to determine employees ' current views or perceptions about the odds of achieving certain goals and relative preferences for different rewards or "outcomes" in their work.…
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(Jones, G. R. 2007) the expectancy theory “argues that work motivation is a function of an…
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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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Isaac, R., Zerbe, W., & Pitt, D. (2001, Summer2001). Leadership And Motivation: The Effective Application Of Expectancy Theory. Journal of Managerial Issues, 13(2), 212. Retrieved September 15, 2008, from Business Source Complete database.…
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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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(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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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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Isaac, R. G., Zerbe, W. J., & Pitt, D. C. (2001). Leadership and motivation: The effective…
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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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I would like to start by saying that despite numerous definitions leadership is the creative process of leading people, making them do what perhaps they do not want to do, but do it with pleasure. Leadership has numerous approaches and thus is represented by numerous theories starting with the theory of traits and behaviors and ending with the modern contingency theory and the transformational approaches.…
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Her approach towards creating highly competent employees to move the customer values with efficiency is a result of the Expectancy Theory, in which the motivation behind their hard work is the belief that if the employees perform at a high- level they could be nicely rewarded, in this case with the motivation to buy a franchise and become owners themselves.…
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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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In today's society, motivation is a much talked about topic and not very clearly understood. Most companies look for ways to improve efficiency, productivity and quality. This is achieved by higher levels of motivation. People are generally motivated when they believe their efforts will yield an acceptable performance, performance will be rewarded and the value of the reward is highly positive. (Schermerhorn, John, James, Osborn & Richard 2005). This is otherwise known as Victor Vroom's expectancy theory. The purpose of this essay is to provide an overview of the expectancy theory by describing the three variables that support this theory and provide examples of how and when it has influenced my motivation within the work force.…
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Expectancy theory incorporates features of other motivation theories and offers the leader many guidelines for triggering and sustaining constructive effort from group members.…
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The social worker is involved in the process of making referrals to link a family or person to needed resources. Social work professionals do not simply provide information. They also follow up to be sure the needed resources are attained. This requires knowing resources, eligibility requirements, fees and the location of services.…
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