The behaviour of organizational employees plays a colossal role in enhancing the success of any given organization. This can be attributed to the fact that employee’s behaviour determines the choices that employees regarding a wider array of duties assigned to them. Victor Vroom’s expectancy theory of motivation offers a comprehensive analysis regarding personal behaviour. In a nutshell, the expectancy theory is based on the premise that an individual opts to behave in a certain way as they choose a behaviour over the other because of the expected results obtained from the selected behaviour (Champion, 2008). Deductively, motivation towards a certain behaviour is dependent on the appeal of the reward. As noted by Vroom in the expectancy theory, there are three crucial elements that dictate an individual motivation towards a given behaviour. These elements include valence, instrumentality, and expectancy.
Valence as one of the primary components of expectancy theory of motivation connotes to the emotional admirations that an individual has towards a given reward or compensation. Worth noting is the fact that employees have different emotional admirations ranging from money, time-off, and promotion. Therefore, organizations can motivate employees to adopt a certain behaviour by meeting their emotional admirations or needs. Expectancy as the other elements of expectancy theory of motivation is based on premise that organizational employees possess different capabilities and expectations. With regards to capability, employees have varying confidence levels on their capability to execute certain tasks. As such, organizations should always provide resources, and training that improves employee’s capabilities and expectations. Finally, instrumentality as a crucial element of expectancy theory of motivation refers to employee’s perception as to whether their desires will be rewarded even in cases where the organizational managers have promised to do so (Champion, 2008). With this regard, organizational managers may motivate employees to adopt a given behaviour by fulfilling the employee’s desires.
On another note, employees attached to the company in the given scenario are reluctant to adopt the new production process because they are not satisfied with the rewards accorded to them by the company even in cases where they achieve high levels of success. In line with this, the supervisors in the given company should understand the emotional needs of their employees. This will ensure that they come up with an effective rewards system that satisfies the employee’s emotional needs (DuBrin, 2011). In fact, this will satisfy the valence component of the expectancy theory of motivation. For this reason, adoption of a reward system that suits the employee’s needs will motivate the employees to adopt the new production process because its success will come with the desired reward (s).
References
Champion, M. (2008). Creating Engagement: The Use of Expectancy Theory in Corporate Customer Service Teams. London: ProQuest.
DuBrin, A. (2011). Essentials of Management. New York: Cengage Learning.
Griffin, R. W., & Moorhead, G. (2010). Organizational behaviour: Managing people and organizations. Australia: South-Western/Cengage Learning.
