Expectancy Theory, Essay Example

Expectancy theory is unique among motivational theories in that it is based on the internal mechanisms of organizational efforts and processes; the concern is not on the actual circumstances of behaviors, but the underlying beliefs of those engaging in an effort or considering the engagement.  What precisely is “expected” is of course widely subject to variation, and this aspect goes to the element of valence in the theory.  It is the actual worth of the outcome as perceived by the individual, which then determines the extent – or even existence – of what they are prepared to do.  Valence is in turn tempered by instrumentality, or the perception of the desirable outcome’s probability (Spencer, 2012,  p. 200) . The two components then create a range of probabilities themselves, each subject to both the performance involved and the perceptions of the individual.  They combine to generate force, or the actual motivation of the individual.

This being the formula, force may be strong or weak, depending upon the relative factors.  Weak force, wherein the individual is not motivated to fulfill the task, may be seen in an example of an employee asked by a supervisor to do a personal favor and walk the supervisor’s dog on his lunch break.  The valence here may be minimal; the employee, believing that there will be no real reward for this favor, declines, and this lack of valence is amplified by the employee’s having looked forward to a date during lunch.  All instrumentality then goes to negative probabilities; he will receive no benefit and he will be socially deprived, so the force is extremely low.  Conversely, another employee may interpret the situation completely differently.  This one is confident that the favor will advance her chances of being promoted, so there is pragmatic value attached.  Then, this same employee is trying to lose weight and exercise more, so another interest is served.  The total instrumentality in regard to the employee’s expectations goes to positive probabilities all around, so the force or motivation to comply is extremely strong.

References

Spector, P. E. (2012). Industrial and Organizational Psychology: Research and Practice (6th ed.). Hoboken, NJ: Wiley.