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The answer based on thoughts of School of Management Expectancy Theory
One of the most widely accepted theories of employee motivation was developed by Victor Vroom in. Expectancy theory is based on the premise that a person will be motivated to put forth a higher level of effort if they believe their efforts will result in higher performance and thus better rewards. If we break down this definition, we can see three key components, which include expectancy, performance and reward.
Expectancy refers to the level of effort that an employee is willing to exert in hopes that the increased effort will result in better performance. For an employee whose review is based on how well they perform their jobs (which most job assessments are), the expectation is that the employee who works harder, such as Bob Buttkiss did in the previous example, can expect to reach a higher level of performance.
An employee is willing to work towards this higher level of performance because of the perceived correlation between performance and rewards. That is, that the level of performance is based on the strength of the relationship between an employee's behaviors and the rewards that they can receive from those actions. If working five extra hours a week will result in an eventual promotion, the willingness to work those extra hours increases due to the employee's desire to be awarded the promotion.
Finally, an assessment must also be made as to how valuable the employee finds the rewards to be. The reward therefore has to be something the employee finds value in, making the efforts worth the perceived worth of the reward. For many employees, the prospect of a promotion is a reward that is highly valuable and worth all of the effort that one would need to make in order to earn it. This is certainly true for our friend Bob Buttkiss.
Making Sense of the Equation
While the theory is not all-inclusive of all individual employee motivational needs, expectancy theory can help managers create motivational programs in the workplace. The key to understanding the process behind expectancy theory is determining the relationship between the effort and performance, between performance and reward and between rewards and employee satisfaction. An employee who has a high level of expectancy for a valuable reward also tends to have the high motivation to increase performance. For managers to take advantage of expectancy theory, they must show their employees the connection between their efforts and expectations of performance, then further demonstrate how meeting or exceeding those performance expectations will result in reward employees will find desirable .
The Expectancy theory states that employee’s motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). In short, Valence is the significance associated by an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. Expectancy is the faith that better efforts will result in better performance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job.
Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is affected by factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of relationship between performance and outcomes. Thus, the expectancy theory concentrates on the following three relationships:
Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employee’s motivation level which in turn depends on three factors of expectancy, valence and instrumentality.
The managers can correlate the preferred outcomes to the aimed performance levels.
The managers must ensure that the employees can achieve the aimed performance levels.
The deserving employees must be rewarded for their exceptional performance.
The reward system must be fair and just in an organization.
Organizations must design interesting, dynamic and challenging jobs.
The employee’s motivation level should be continually assessed through various techniques such as questionnaire, personal interviews, etc.
Thanks for invitation
I amagreeing with my colleague’s answer Ms. Ghada Eweda
The relationship among goal, effort and activities is similar to the project “log frame”.
To achieve a goal, we have to take several activities (effort). Again each activity will produce one or several outputs (Results)
All the three are closely related in any successful business deal.
i dont know what to tell but i think it depend about what the person doing
Agree with the expert answers here
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simply ur goal make u have a plan so u do ur effort and work hard to do it
and in final u find the result if u success or not
I agree with Ms.Ghada answer I don't think I have anything more to add.
Agree with experts answer >>>>>>>>>>>>>>>>>>>>>>>>>>>>
