Expectancy Theory

1. Expectancy Theory Key Motivational Issue: What do I expect about my performance and its outcomes?

2. Expectancy Theory perspective People are motivated to engage in behavior when they believe that their efforts will result in performance, and that their performance will lead to outcomes that they value

3. Expectancy theory is the most complex motivation technique in that it takes into consideration the numerous factors possibly influencing the motivation of employees

4. 3 perceptions to consider: EffortPerformance Performance Outcome Value of the outcome

5. Effort Performance E  P : The strength of an employee’s expectation that if she tries, she can successfully perform the task If an employee does not believe she can successfully perform, even if she puts forth a lot of effort, she will not be motivated for the task

6. Managerial Steps for Using Expectancy Theory Technique Step 1: Determine if an employee’s E  P is low. Step 2: If it appears low, try to figure out why. Step 3: Focus your efforts on trying to strengthen employee’s E  P, by rectifying factors that cause the connection to be low

7. E P We want this connection to be as strong as possible for employees

8. What would affect E  P ? • Traits of the employee • self-confidence, sense of task efficacy • abilities, knowledge, task skills, experience • locus of control • anxiety • Traits of the task • extremely difficult or complex • unclear, ambiguous • lack of control over task

9. What would affect E  P ? • Traits of the work context • ineffective manager (e.g., critical, absent) • destructive, distracting co-workers • insufficient resources (e.g., technology) • lack of information, feedback • lack of time • disruptive or negative work environment factors

10. E P

11. Performance Outcome P  O : The strength of an employee’s expectation that certain outcomes are tied to performance

12. Managerial Steps for Using Expectancy Theory Technique Step 1: Determine if employee’s P  O is low. Step 2: If it appears low, try to figure out why. Step 3: Focus your efforts on trying to strengthen employee’s P  O, by rectifying factors that cause the connection to be low

13. P O We want this connection to be as strong as possible for employees

14. What would affect P  O ? • Traits of the employee • untrusting, pessimistic • past experiences • Traits of the work context • manager lacks credibility, power, or is not familiar with employees and their needs/interests • shortage of resources, rewards • negatively political environment • unfair reward practices

15. P O

16. Value of the outcome V : The strength of the value an employee has for the outcomes If an employee does not value the outcomes attached to the performance, she will not be motivated for the task

17. ~ Much motivation stems from the types of interactions and relationships we share with others Having a good relationship with employees can enhance all three motivation components E  P :relationship can help employee feel more supported, less anxious; build their efficacy and skills P  O : relationship can result in trust that fair reward practices will take place V :relationship can result in employee valuing supervisor’s appreciation as a value outcome; also lets supervisor know ee better and what they value

18. Putting it all together Motivation is a multiplicative function (E  P) * (P  O) * V The highest motivation occurs when all three components are strong If one of the components is low, it will have a negative influence on the overall motivation… even if the other components are strong