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The expectancy theory of motivation explains the behavioral process of why individuals choose one behavioral option over the other. This theory explains that individuals can be motivated towards goals if they believe that there is a positive correlation between efforts and performance, the outcome of a favorable performance will result in a desirable reward, a reward from a performance will ...
E (Expectancy) = Belief that effort will result in desired level of performance; I (Instrumentality) = Belief that desired level of performance will result in desired outcome; V (Valence) = Value of the outcome to the employee [4] Expectancy theory has been shown to have useful applications in designing a reward system. If policies are ...
The theory is based on four concepts: valence, expectancy, instrumentality and force. [28] Valence is the attractiveness of potential rewards, outcomes, or incentives. Expectancy is a person's belief that they will or will not be able to reach the desired outcome. Instrumentality is the belief that a strong performance will be well rewarded.
In the traditional workplace, where many traditional roles as masculinized, [18] Expectation states theory suggests this would form the basis for gendered inequality. In the workplace, another clear example of the applicability of expectation states theory is in predicting backlash against female leaders in an organization.
Examples are the hierarchy of needs, the two-factor theory, and the learned needs theory. They contrast with process theories, which discuss the cognitive, emotional, and decision-making processes that underlie human motivation, like expectancy theory, equity theory, goal-setting theory, self-determination theory, and reinforcement theory ...
Expectancy–value theory was originally created in order to explain and predict individual's attitudes toward objects and actions. Originally the work of psychologist Martin Fishbein [ citation needed ] , the theory states that attitudes are developed and modified based on assessments about beliefs and values.
Hatch, M.J. (2006), "Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press ISBN 0-19-926021-4. Helge H, Sheehan MJ, Cooper CL, Einarsen S "Organisational Effects of Workplace Bullying" in Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice (2010)
However, Herzberg added a new dimension to this theory by proposing a two-factor model of motivation, based on the notion that the presence of one set of job characteristics or incentives leads to worker satisfaction at work, while another and separate set of job characteristics leads to dissatisfaction at work. Thus, satisfaction and ...