Expectancy Theory
Currently, one of the most widely accepted explanations of motivation is Victor Vroom's expectancy theory. Although it has its critics, most of the evidence supports the theory.缩短的反义词
Expectancy theory argues that the strength of a tendency to act in a certain way depends on strength of an expectation that the act will be followed by a given outcome on the attractiveness of that outcome to the individual. In more practical terms, expectancy theory says that employees will be motivated to exert a high level of effort when they believe that effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards such as bonus, salary increa, or promotions; and that the rewards will satisfy the employees' personal goals. The theory, therefore, focus on three relationships:
1.Effort-performance relationship. The probability perceived by the individual that exerting a given amount of effort will lead to performance.
剧情的英文>三金片2.Performance-reward relationship. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome.
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3.Reward-personal goals relationship稍组词. The degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of tho potential rewards for the individual.
Expectancy theory helps explain why a lot of workers aren't motivated on their jobs and do only minimum necessary to get by. This is evident when we look at the theory's three relationships in a little more detail. We prent them as questions employees need to answer in the affirmative if their motivation is to be maximized.
First, if I give a maximum effort, will it be recognized in my performance appraisal? For a lot of employees, the answer is "no." Why? Their skill level may be deficient, which means that no matter how hard they try, they're not likely to be high performers. The organization's performance appraisal system may be designed to asss nonperformance factors such as loyalty, initiative, or courage, which means more effort w音响器材
on't necessarily result in a higher evaluation. Another possibility is that employees, rightly or wrongly, perceive that the boss doesn't like them. As a result, they expect to get a poor appraisal, regardless of level of effort. The examples suggest that one possible source of low employee motivation is the belief by employees that, no matter how hard they work, the likelihood of getting a good performance appraisal is low.
Second, if I get a good performance appraisal, would it lead to an organizational rewards? Many employees e the performance-reward relationship in their job as weak. The reason is that organizations reward a lot of things besides just performance. For example, when pay is allocated to employees bad on factors such as niority, being cooperative, or "kissing up" to the boss, employees are likely to e the performance-reward relationship as being weak and demotivating.
Finally, if I'm rewarded, are the rewards ones that I find personally attractive? The employee works hard in the hope of getting a promotion but gets a pay raid instead. Or the employee wants a more interesting and challenging job but receives only a few words 政治老师
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of prai. Or the employee puts in extra effort to be relocated to the company's Paris office but instead is transferred to Singapore. The examples illustrate the importance of the rewards being tailored to individual employee needs. Unfortunately, many managers are limited in the rewards they can distribute, which makes it difficult to individualize rewards. Moreover, some managers incorrectly assume that all employees want the same thing, thus overlooking the motivation is submaximized.
As a vivid example of how expectancy theory can work, consider the ca of stock analysts. Analysts make their living by trying to forecast the future of a stock's price; the accuracy of their buy, ll, or hold recommendations is what keeps them in work or gets them fired. But it's not quite that simple. For example, Mike Mayo, 42, is one of the few financial analysts willing to put ll recommendation on stocks. Why do analysts place so few ll rating on stocks? After all, in a steady market, by definition, as many stocks are falling as are rising. Expectancy theory provides an explanation: analysts who place a ll rating on a company's stock have to balance the benefits they receive by being accurate against the risks they run by drawing the company's ire. What are the risks? They inclu
de public rebuke, professional blackballing, and exclusion from information. As Mayo said, "There's no source for analysts." When analysts place a buy rating on a stock, they face such trade-off becau, obviously, companies love that they are recommending that investors buy their stock. So, the incentive structure suggests that the expected outcome of buying rating is higher than the expected outcome of ll ratings, and that's why buy rating vastly outnumber ll ratings.
