Page 246 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 11: Work Motivation

that there is no relationship between the two outcomes) to + 1 (belief that the first outcome Notes
is necessary and sufficient for the second outcome to occur)

A model for the expectancy theory notions of effort, performance and rewards is depicted in the
Figure 11.5 below:

Figure 11.5: An Expectancy Model for Motivation

Effort Performance Reward

Perceived Perceived
Effort-performance Performance Perceived Value
Probability Reward Probability of Rewards

"What are my chances "What are my chances "What rewards do
of getting the job done, of getting the rewards I value?”
if I put forth the necessary I value, if I satisfactorily
effort?’ Complete the job?

Source: Debra L Nelson and James Campbell Quick, "Organisational Behavior - Foundations, Realities and
Challenges", (Second Edition), West Publishing Company, Minneapolis (1997), Page 149.
A person's motivation increases along with his or her belief that effort leads to performance and
that performance leads to rewards, assuming that person wants the rewards. This is the third key
idea within the expectancy theory of motivation. It is the idea that the valance, or value, that
people place on various rewards varies. One person prefers salary to benefits, whereas another
person prefers just the reverse. All people do not place the same value on each reward.

Motivational Problems

Motivational problems stem from three basic causes within the expectancy theory framework.
They are:
1. If the motivational problem is related to the person's belief that effort will not result in
performance, the solution lies in altering this belief. The person can be shown how an
increase in effort or an alteration in the kind of effort put forth can be converted into
improved performance.
2. If the motivational problem is related to the person's belief that performance will not
result in rewards, the solution lies in altering this belief. The person can be shown how an
increase in performance or a somewhat altered form of performance will be converted
into rewards.
3. If the motivational problem is related to the value the person places on, or the preference
the person has for certain rewards, the solution lies in influencing the value placed on the
rewards or altering the rewards themselves.

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