Wgu Paper
The expectancy theory is a theory that suggests that the motivation of an individual to perform in a certain manner is dependent on how much the individual anticipates that the performance will be followed by a reward and on how much the said reward means to the individual. In other words, the individual’s motivation is measured by how much an individual wants a reward (Valence), the assessment of the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). Where valance is the strength of the individual’s preference for a particular reward, Expectancy ca be described as the individual’s confidence in his ability and skill to produce the necessary level of performance and Instrumentality is the individual’s estimate of the chance that by producing the necessary level of performance, it’ll result in various work rewards. The expectancy theory concentrates on the following three relationships:
· Effort-performance relationship: How likely will the individual’s effort be recognized?
· Performance-reward relationship: How much does the employee believe that getting a good performance appraisal will result in rewards?
· Rewards-personal goals relationship: Does the reward appeal enough to the employee?
First of all, the individual assesses his skills and abilities to determine if in fact he can deliver the performance required to accomplish the assigned task and he also assesses the likelihood that his effort will be recognized. He then assesses the likelihood that his performance will lead to an actual reward. He then determines how much said reward means to him. This can provide guidelines for a leader who’s seeking to enhance employee motivation by altering the individual’s effort-to-performance expectancy, performance-to-reward expectancy, and reward valences. In the case of the given scenario, Supervisor A can use this model to increase employee’s confidence to
· Effort-performance relationship: How likely will the individual’s effort be recognized?
· Performance-reward relationship: How much does the employee believe that getting a good performance appraisal will result in rewards?
· Rewards-personal goals relationship: Does the reward appeal enough to the employee?
First of all, the individual assesses his skills and abilities to determine if in fact he can deliver the performance required to accomplish the assigned task and he also assesses the likelihood that his effort will be recognized. He then assesses the likelihood that his performance will lead to an actual reward. He then determines how much said reward means to him. This can provide guidelines for a leader who’s seeking to enhance employee motivation by altering the individual’s effort-to-performance expectancy, performance-to-reward expectancy, and reward valences. In the case of the given scenario, Supervisor A can use this model to increase employee’s confidence to