Motivation and Expectancy Theory

Evaluate to what extent a) expectancy theory and b) goal theory can explain motivation at work.

If questioned, most people who work would most likely say that they are working to earn money; however, this is not the single need that is contented by working. There are lengthy needs that will satisfy working. We all are different; we all have different reasons for working. There are some mutual reasons such as earning money; whereas, some reasons have more significance for some range of individuals than others. Reade (2003) has drawn attention to the fact that students believe that job satisfaction is more important than money. Therefore, businesses must satisfy workers’ needs to motivate them. Otherwise, employees would not work at their full potential. Heretofore, many theories have been introduced in order to raise businesses’ productivity. Initially, this essay will focus on the expectancy theory, especially its definition, function and criticisms; and later on it will investigate goal theory’s significance, principles and criticisms.

The expectancy theory is a process theory (how people think, how such thoughts influences their behaviours). It focuses on the outcomes rather than needs. This theory believes that effort, performance and motivation must be linked in order to be motivated.
Vroom (1964) offered three variables to account for this, known as valence, instrumentality and expectancy. In his study, he defined the valence as the importance of a value for an individual. For example, if a person is motivated by money, then he/she will not value having less working hours. The instrumentality is defined as the perception of workers whether they will in fact obtain what they wish for. For example, if a worker does a good job he will be rewarded or not. Finally, the expectancy is regarded as the belief that the increased effort will lead to increased performance. Vroom argued that valence, instrumentality and expectancy interact psychologically which creates a motivational force. The former can be calculated by multiplying these three variables. If one of the variables is zero, then, regardless of the value of the other two, the motivational force would be zero. Hence, managers should attempt to maintain their employees’ levels of valence, instrumentality and expectancy high in order to motivate them. Numerous studies and works points out the validity of the expectancy theory. Huczynski and Buchanan (2007) claim that this theory has “intuitive appeal”. They add that research by authors and others appears to support expectancy theory. In addition, Zhang (2006) affirms that expectancy theory ensure high motivation and privileged performance because it keeps performance goals clear and unambiguous. Furthermore, the work of House (2007) reveals that this process theory provides adequate advice and resources for goal achievement. Notably, expectancy theory illustrates all the reasons of employees’ motivation at work. In opposition, the expectancy theory of motivation has drawbacks. The opinion of Huczynski and Buchanan (2007) is that “the theory covers a range of interrelated variables and it is complex”. Additionally, they argue that the relation between individuals’ expectations and numeric values is questionable.

Having considered the expectancy theory, which clarifies, despite its negligible weaknesses, the motivation at work; it is necessary to evaluate Locke’s (1975) goal theory.

Likewise the expectancy theory, goal theory is a process theory. The former is seen as a technique to motivate employees rather than a typical theory. As Locke (1975) observed, setting goals is the best way of motivating a group of people. To motivate, initially, goals must be challenging. That is to say; to have a high performance, goals must be challenging and stretch rather than unchallenging and simple. Secondly, managers and leaders must set up specific goals. SMART (specific, measurable, attainable, realistic and time-related) goals are one example of a specific goal. Next, commitment is a key factor to motivate a group. The harder the goal, the more commitment is necessary. Lastly, an efficient goal technique must also comprise feedback which is helpful and needed by the group. Today, many organizations, groups and teams are practicing the goal theory. Especially sport teams use this method to motivate its players. For example, in a World Cup, the national football team of England targets their goal as reaching the final. As a result, players will work in their full potential to achieve that objective because, importantly, the goal is challenging and specific. Also, commitment between teammates and analyzing previous games and tournaments will help to motivate the English footballers. There are many positive aspects of the goal theory. According to Huczynski and Buchanan (2007), feedback is very important for productivity. Whether it is positive or negative, it improves workers’ performance because workers need to know whether they are doing things right or wrong. A positive feedback will encourage them, and a negative one will show where to improve. Besides, clear objectives always motivate and improve people’s performance because individuals are more likely to perform well without uncertainties and ambiguities (Rauch, 2006). In contrast, as Bong (1996) stated, goal theory do not recognize motivating people with rewards. Often, rewards are important features of motivating people. Moreover, Huczynski and Buchanan (2007) remarked that this theory is practical only for short-term targets rather than long-term (more than a year) where goals can be unclear. As a result, goal theory is just a lead which illustrates how to be motivated.

To conclude, taking everything into consideration, both expectancy and goal theory are process theories. In one hand, the expectancy theory argues that the motivation can be obtained by individuals’ expectations. On the other hand, the goal theory explains that setting goals is the best way to motivate people. Expectancy theory takes individual perceptions into account and assumes that everyone is different rather than just guiding people how to be motivated. Therefore, goal theory is an efficient technique of guiding people to be motivated, especially in short-term, but it is not a typical theory explaining motivation at work. As for the expectancy theory, it explains fully the motivation at work by describing all the factors of an employee’s motivation at work

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Bibliography:

- Bong, M. (1996), “Within-grade Changes in Korean Girls’ Motivation and Perception”. Journal of Educational Psychology 97(4) 656-672 - Hall, D. (2007) Business Studies, 3rd ed. London: Causeway Press pp. 418-426 - Hatch, M-J. (1997) Organization Theory, Oxford University Press - House, J. (2007), “Expectancy Theory as a Predictor of Work Behaviour and Attitude”. Decision Sciences 5(3) 481-506 - Huczynski, A. and Buchanan, D. (2007) Organizational Behaviour, 6th ed. FT Prentice Hall - Latham, G. and Locke, E. (2002) “Building A Practically Useful Theory of Goal Setting and Task Motivation,” American Psychologist 705-714 - Rauch, C. (2006) The Goal-setting Theory. San Diego State University - Zhang, K. et al (2006), Management and Organization Review Vol.2 - http://www.yourdictionary.com/business/expectancy-theory-of-motivation

Bibliography: - Bong, M. (1996), “Within-grade Changes in Korean Girls’ Motivation and Perception”. Journal of Educational Psychology 97(4) 656-672 - Hall, D. (2007) Business Studies, 3rd ed. London: Causeway Press pp. 418-426 - Hatch, M-J. (1997) Organization Theory, Oxford University Press - House, J. (2007), “Expectancy Theory as a Predictor of Work Behaviour and Attitude”. Decision Sciences 5(3) 481-506 - Huczynski, A. and Buchanan, D. (2007) Organizational Behaviour, 6th ed. FT Prentice Hall - Latham, G. and Locke, E. (2002) “Building A Practically Useful Theory of Goal Setting and Task Motivation,” American Psychologist 705-714 - Rauch, C. (2006) The Goal-setting Theory. San Diego State University - Zhang, K. et al (2006), Management and Organization Review Vol.2 - http://www.yourdictionary.com/business/expectancy-theory-of-motivation