Process theories seek to clarify what professionals can do to encourage hard work and maximum work performance.
Fundamental to all or any the popular theories of inspiration, including those of Abraham H. Maslow and Frederick Herzberg, is the idea that employees are determined to execute better when offered something they need, something they believe will be gratifying.
Offering employees something they believe that will be gratifying is necessary, however, not enough. Employees must believe they'll get what they need. Employees aren't motivated to perform better when managers concentrate on the 'offering' and disregard the 'thinking'. The employees is believing that what's offered will be satisfying.
Three condition for employees to be motivated to perform is this:
They must assume that their effort will lead to performance. Without assurance in themselves, they will not try as hard as they could.
They must believe that their performance will lead to expected benefits.
They must believe that the entire value of the final results will be satisfying.
The expectancy theory of motivation can be summarized the following. Employees are motivated to perform only once all three of the following conditions are fulfilled:
The employee believes that work will lead to performance
The employee is convinced that performance will lead to outcomes
The employee feels that the final results will lead to satisfaction.
According to expectancy theory, inspiration depends upon how much we wish something and about how likely we think we are to obtain it.
Expectancy theory is complicated because each action we take will probably lead to several different effects; some we might want, and others we might not exactly want. For instance, someone who works hard and puts in many extra time gets a pay raise, be promoted, and gain valuable new job skills. However, see your face also may be required to spend less time with is or her family and become forced to lessen on his / her social life. For some person, the campaign may be paramount, the pay raise and new skills pretty important, and the increased loss of family and interpersonal life of negligible importance. For someone else family may be most important. So the first person would be encouraged to work hard and put more time, whereas the next person wouldn't normally be motivated. In other words, it is the whole bundle of final results - and the individual's evaluation of the importance of each final result - that determines determination.
Expectancy theory is difficult to use, but it can provide several useful guidelines for professionals. It shows that managers must notice that 1)employees work with a variety of reasons
2) these reasons, or expected benefits, may change over time
3) it's important to clearly show employees how they can attain the final results they really want.
Goal-setting theory
The theory shows that employees are determined to achieve goals their professionals establish together. The goal should be very specific, moderately difficult, and one the worker will be focused on achieve. Rewards should be tied right to goal achievement.
A major advantage of this theory is the fact it offers a good understanding of the target the worker is to accomplish and that will accrue to the worker if the target is accomplished. (http://books. google. com/books?id=zb0cItqvLJUC&pg=PT318&dq=expectancy+and+goal-setting+theories&hl=ru#v=onepage&q=expectancy%20and%20goal-setting%20theories&f=false )
Expectancy theory is one of the main element process theories. Corresponding to expectancy theory, people will continue to work hard to achieve good work performance if they're subsequently compensated with rewards that are important to them.
It also based on the belief that humans are logical and think rationally and will apply themselves to achieve rewards they value. A couple of three issues with the application of expectancy theory. First, it assumes a logical model of mankind. It assumes that employees will usually follow a logical sequence of thought and action. But, as has shown again and again, humans aren't always logical. Second, for expectancy theory to be employed effectively, employees will need to have an adequate level of self-efficacy. They must believe that they have the ability to perform the task. If they do not believe they is capable of doing the task to the level required and so valued prize, then expectancy theory will not work. A third problem with expectancy theory is that it's based on an extrinsic incentive structure. The staff works exclusively for the external reward, and extrinsic reward provide motivation only for a limited period of time and, in some cases, never. What employee ideals at one time may not be what she or he values at another time.
Conclusion:
Goal-setting theory suits strongly with expectancy theory if the goals are connected to rewards that the person values.
2) Expectancy theory means you inspire people managing objectives.
http://books. google. com/books?id=FG2ZNPjdrnYC&pg=PT482&dq=expectancy+theory+how+to+motivate+employee&lr=&hl=ru#v=onepage&q=expectancy%20theory%20how%20to%20motivate%20employee&f=false
http://books. google. com/books?identification=FG2ZNPjdrnYC&pg=PT482&dq=expectancy+theory+how+to+motivate+employee&lr=&hl=ru#v=onepage&q=expectancy%20theory%20how%20to%20motivate%20employee&f=false
Goal-setting theory PROBLEMS (http://books. google. com/books?id=eTpoNm5U_JwC&pg=PA224&dq=expectancy+and+goal-setting+theories&lr=&hl=ru#v=onepage&q=expectancy%20and%20goal-setting%20theories&f=false ) p. 225
The effort is not the only real determinant of performance. What else is needed? First, employees will need to have the required skills. Second, the task environment must be supportive( budget, time, tools, equipment).
Behavioral scientists generally concur that expectancy theory of inspiration "represents the most extensive, valid, and useful method of understanding motivation". However, understanding motivation is one thing. Being able to motivate people to perform is another. In this regard, expectancy theory generally has been thought to be "quite difficult to use". That is no more true. Now it is known as that making use of expectancy theory to performance problems is easy and uncomplicated.
1) Companies should accumulate systematic information as to what employees want off their careers (value of rewards or valence) and their identified probabilities of obtaining rewards in accordance with the effort they released. These details could then be utilized in designing incentive system.
2) Companies should ensure that employees understand the role prescriptions for their jobs so that work are not misdirected and so wasted.
3) Companies should take steps to tie reward to performance in the thoughts of employees (to establish identified contingencies). Permitting employees to see and believe high performance brings about high incentive.
What Motivates People?
Why are some amployees better motiveted than others? Employee determination is difficult to understand because it involves a number of individual and organizational factors. The individual factors include needs, goals, attitudes, and abilities; the organizational factors include pay, job security, co-workers, guidance, praise and the job itself.
Today, motivating employees is important and has become more challenging for employers because of the fact that an involved workforce lead to greater performance, production and success for the business. This is why many managers want to find ways about how to encourage their subordinates so that the employees are willing to donate to the company with full potential as it'll affect the corporate performance. In order to inspire subordinates effectively, managers need to have a better understanding of motivation which explains why you'll find so many theories that try to explain the word.
Process ideas seek to clarify what managers can do to encourage hard work and optimal work performance.
While content ideas are primarily interested in the internal and external factors behind behavior (needs and bonuses), process ideas attempt to demonstrate the process where people make motivational choices. The process ideas are the perceptual theory, the expectancy theory, the equidity theory and the discrepancy theory.
Expectancy theory clarifies the process by which people make motivational options. According to the theory, people make motivational choices based on how they understand (1) the value of rewards, (2) the instrumental marriage between performance and rewards, and (3) the chance of getting the work done.
Expectancy Theory The assumption is the fact that if management keeps employees happy, they will answer by increasing output.
The subject of determination can be contacted from a number of perspectives. Some theories approach determination as coming from within the person (Drive Theory), whereas other ideas approach motivation as coming from within the person (Incentive Theory). Compare two ideas of motivation explaining how the two approaches varies and how they might be similar. Does one theory appear to explain desire better than the other? Support your discussion with good examples from each theory.
Motives are reasons people carry for initiating and accomplishing voluntary behavior. They indicate this is of human behaviour, plus they may reveal a person's worth. Motives often have an impact on a person's understanding, cognition, feelings and behaviour. Somebody who is highly motivated to gain interpersonal status, for. . .
Ask any person who is successful in whatever he or she is doing what motivates him/her, and incredibly likely the response will be "goals". GOAL SETTING TECHNIQUES is really important to desire and success. Just what exactly motivates you? Why are you in college? If you are in college because that's what your parents want, you may find it difficult to inspire yourself. Sure, it's possible to succeed with another person providing the motivation for you. ("If you graduate from school, I'll offer you a car!" or worse "Unless you graduate from college, you will not get an automobile. ") But desire that comes from within really makes the difference. Ideas have been developed through the years as to what motivates us
The expectancy theory of motivation is advised by Victor Vroom. Unlike Maslow and Herzberg, Vroom will not focus on needs, but instead focuses on final results.
Thus, this theory of determination is not about self-interest in rewards but about the organizations people make towards expected effects and the contribution they feel they can make towards those benefits.
Other theories, in my opinion, don't allow for the same degree of individuality between people. This model considers individual perceptions and thus personal histories, allowing a richness of response not evident in Maslow or McClelland, who believe that individuals are essentially yet.
Expectancy theory may be overlaid over another theory (e. g. Maslow). Maslow could be used to spell it out which effects people are encouraged by and Vroom to spell it out whether they will act based upon their experience and expectations.
Today, motivating employees is important and has become more challenging for employers because of the fact that an engaged workforce result in greater performance, efficiency and success for the business. This is why many professionals want to find ways about how to stimulate their subordinates so that the employees are willing to donate to the organization with full potential as it will affect the organization performance. To be able to encourage subordinates effectively, professionals need to have a better understanding of motivation which is why there are numerous theories that try to explain the term.
Maslows hierarchy of needs and Herzberg's motivation-hygiene theory are popular and well known theories of drive. Each is also a significant intensify from the relatively small views of methodical management. However they have one weakness: Each efforts to gratify what motivates people, but neither talks about why or how desire develops or is sustained as time passes.
The highest level of effort
occurred when the task was reasonably difficult, and the
lowest levels took place when the duty was either very easy or very hard.
Goal setting up is a powerful way of motivating people. The value of goal setting techniques is so well known that whole management systems, like Management by Targets, have goal setting techniques basics designed within them.
In fact, goal setting theory is generally accepted as being among the most valid and useful desire theories in professional and organizational mindset, human resource management, and organizational tendencies.
Several elements must can be found for the goal-setting impact to take place. Goals must be clear, challenging and attainable, and there should be some method of receiving feedback. Locke detects that the target itself is not the motivator, but rather the recognized difference between what was actually accomplished and what had been planned for.
SIMILARITIES
Several elements must can be found in order for the goal-setting result to take place. Goals must be clear, challenging and attainable, and there must be some method of receiving opinions. Locke confirms that the target itself is not the motivator, but instead the perceived difference between what was actually attained and what have been designed for. ( about 2nd theory)
Locke, and professors Steve Motowidlo and Phil Bobko found that "higher expectancies lead to raised levels of performance, " which is in accordance with Vroom's valence-instrumentality-expectancy theory. Somewhat contradictorily, they also showed that when targets are low but goal level is high, performance would be high also.
Expectancy theory and goal-setting theory both highlight the value of making certain employees make this decision, but each requires a different option in describing what causes this to be made. Expectancy theory specifies the need to tie performance outcomes to rewards that are valued by employees. Goal setting techniques theory lays stress on the need for approval by employees of the goals by itself, so that determination is more intrinsically based mostly.
Teams. (Expect. theory) Expectancy values may become more difficult to achieve at team because of line-of-sight challenges.
Feedback. http://books. google. com/books?id=W1zEHoN0qmsC&pg=PA394&dq=benefits+of+expectancy+theory&hl=ru#v=onepage&q=benefits%20of%20expectancy%20theory&f=false (p. 395)
Differences
(Expectancy theory) Difficult goals are harder to realize than easy goals, thus we'd found a negative linear relationship between expectancy of success( high expectancy designed easy goals) and performance.
Goal-setting theory declare that there's a positive linear relationship between your difficulty degree of an objective and the amount of person's performance. Since harder goals are more challenging to attain than easier goals, one's expectancy of success, across goal levels, will show a negative linear relationship to performance. Expectancy theory, in contrast to goal setting, asserts that there surely is a confident linear romantic relationship between someone's expectancy of success and succeeding performance, (http://books. google. com/books?id=0SoXpZXBrXYC&pg=PA60&dq=expectancy+and+goal-setting+theories&hl=ru#v=onepage&q=expectancy%20and%20goal-setting%20theories&f=false )
(!) http://books. google. com/books?id=W1zEHoN0qmsC&pg=PA394&dq=benefits+of+expectancy+theory&hl=ru#v=onepage&q=benefits%20of%20expectancy%20theory&f=false
Regarding to the idea of valence in Expectancy theory, it is critical to note that, , , , Thus people with a high goal must perform at an increased level to become more satisfied than do people that have a simple goal.
(?)
Limitations
As known by Locke, his goal-setting theory has several limitations:
1. Goal discord. Sometimes an individual has several goals, some of which may be incompatible. When this occurs, performance are affected.
2. Goals and risk. More challenging goals/deadlines can spur riskier habits and strategies.
3 Personality. Goal success is basically effected by self-efficacy. Also, personality performs a huge role in goal persistence and methodology.
4. Goals and subconscious motivation. Unconscious motivators have an effect on people regularly, but how these unconscious motivators affect goal performance is not studied.
(?)
Goal-setting theory appears to contradict Vroom's (1964)
valence-instrumentality-expectancy theory, which states
that the force to act is a multiplicative mixture of
valence (expected satisfaction), instrumentality (the belief
that performance will lead to rewards), and expectancy
(the belief that effort will lead to the performance needed to
attain the rewards). Other factors being equivalent, expectancy
is reported to be linearly and positively related to performance.
easy goals, expectancy of goal success would presumably be negatively related to performance
Goal=. -setting up theory places great focus on the need for the opinions of information on performance if employees should be motivated to perform well.
http://books. google. com/books?identification=E_NoJzUp1dcC&pg=PA67&dq=benefits+of+expectancy+theory&hl=ru#v=onepage&q=benefits%20of%20expectancy%20theory&f=false (how staffs can motivate, , , , , page 70-75)
http://books. yahoo. com/books?id=DbV8QhDnEZEC&pg=PA65&dq=expectancy+and+goal-setting+theories+similarities&hl=ru#v=onepage&q=&f=false
