Organisational Behaviour Essay Example

  • Category:
    Management
  • Document type:
    Essay
  • Level:
    Undergraduate
  • Page:
    1
  • Words:
    699

EXPECTANCY MODEL 3

TITLE: USING THE EXPECTANCY MODEL TO MOTIVATE EMPLOYEES

USING THE EXPECTANCY MODEL TO MOTIVATE EMPLOYEES

As an organization supervisor, it is important that employees are highly motivated to achieve the best results. Many are the times when this is not the case. Vroom’s expectancy theory addresses this by explaining how employees’ motivation could lead to the desired results that employers want for their businesses(McFillen, J., 1978). Employee motivation could lead to better attendance records, longer stays at their jobs and creativity in solving work problems. Victor Vroom, states in his theory that people are driven to the level to which they think that their efforts will lead to good performance. This task focuses on how to motivate an employee (Jess) at a pharmacy and gives several guidelines on how to apply Vroom’s expectancy theory to improve the situation that seems to be getting out of hand.

The concept of valence

Paying attention to this concept is crucial. Valence is the desirability of a reward, and it affects employees’ willingness to put forth an effort. Employees need to see and appreciate the promised rewards for hard and accurate work. In Jess’ case, a small increase in pay if customers reduce complaints about her could be a great incentive to making her a better employee. The desire to satisfy the need is strong enough to make the effort worthwhile (Lawler, Porter. L., Vroom, 1974).

Connecting effort and performance with reward

As a supervisor, speaking of work without linking it immediately with rewards is a wrong move. This is central to Vroom’s expectancy theory. In this case, since the employees are expected to work on Saturday and Sunday, it would be good to connect this overtime with a reward, to fight the cynicism that their effort will go unrewarded. Jess does not show up to work during most of the weekends. A reward for working on weekends could be a motivation for her to change(Schmidt, C., 1885).

Gathering information on what employees want from their jobs is important. Most of the time, they want purpose; the chance to feel that they are contributing to the greater good. Working towards achieving this empowers them to be driven from within. Making Jess feel that the role she plays is vital could be what she needs to be motivated (Subba, R., 2010). This could lead to proper answers to questions asked by customers, consistent service and follow through on customer requests.

Communication

Undoubtedly, listening to employee comments, complaints and ideas is essential. This makes them feel included in the company rather than isolated (Chen, C., 2008). In a casual conversation, let Jess have her say. From this, the supervisor can learn what makes her seem so distracted and disinterested in her work. Take her comments seriously. From such a conversation, the director might learn that she does not like being paired with a particular assistant pharmacist due to one reason or another. Pairing her with a person that she prefers working with may motivate her to be better at her job, and may help her exploit her full potential in customer service.

Conclusion

Therefore, the expectancy theory is commonly accepted for explaining an individual’s decision-making process(Maloney, W., 2002). Indeed, applying it practically in a work environment could be the key to motivating an organization’s workforce, leading to desirable results for both the employer and employees. For sure, for any company to succeed and achieve their set goals, the employer should highly motivate the employees to work harder. There is no option but to give employees high rewards at the end of a good performance.

References

CHEN, C.- C., & LEE, Y.-T. (2008). Leadership and management in China — Philosophies, theories, and practices. Cambridge, UK.

MALONEY, W. F. (2002). Missed opportunities: innovation and resource-based growth in Latin America. Washington, D.C.

MCFILLEN, J. M., & NEW, R. M. (1978). Situational determinants of supervisor attributions and behavior. Columbus, Ohio,

PORTER, L. W, LAWLER, E. E, & HACKMAN, J. R. (1974). Behavior in organizations. New York, McGraw-Hill.

SCHMIDT, C. (1885). The social results of management. London, Wm. Isbister.

SUBBA RAO, P., & KUMAR, V. T. (2010). Management: theory and practice :text &cases. Mumbai [India], Himalaya Pub.