This question contains two parts; be sure to answer both. First, explain expectancy theory, and discuss how managers can use this model to help motivate employees. Second, imagine that you are managing a local real-estate office. Sales of houses, condominiums, and co-ops have been very slow in the last few months, and your staff is feeling demoralized and unmotivated. Analyze the situation in terms of expectancy theory, and explain how you might go about improving motivation among the real-estate agents.
What will be an ideal response?
Expectancy theory suggests that people are motivated by two things: (1) how much they want something, and (2) how likely they think they are to get it. According to the theory, motivation involves the relationship between effort, performance, and the desirability of the outcomes of performance (such as pay or recognition). This relationship is affected by three elements: expectancy (belief that a particular level of effort will lead to a particular level of performance), instrumentality (expectation that successful performance of the task will lead to the desired outcome), and valence (value or importance attached to a possible outcome or reward).
Managers can use expectancy theory to make sure that employees are high on all three of these elements because a deficiency in any one of them results in low motivation to perform. When attempting to motivate employees, managers should ask the following questions:
1. What rewards do employees value?
2. What are the job objectives and the performance level you desire?
3. Are the rewards linked to performance?
4. Do employees believe you will deliver the right rewards for the right performance?
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