Leaders often seek to influence the structures of their organizations in ways that produce specific meaningful activities. In many cases, this induced structure can come through additional definition of which paths/behaviors lead to which type of rewards. Other times it requires an overhaul of the entire system so that the right paths and pressures can be created. Professional and skilled labor level employees often interpret such induced structures differently based upon their current level of role ambiguity. Robert House’s path-goal theory helps define when and where induced leadership structure will be beneficial. Path-Goal Theory is derived from the roots of expectancy theory which indicates that actions are determined by a person’s assessment of the possible outcomes and the satisfactions derived from these outcomes. As a person perceives the possible outcomes and sets upon the obtainment of such an outcome they weigh and judge the satisfaction of that possible outcome in
Showing posts with the label expectancy-value theory
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As employees scramble over each other in an attempt to achieve the next promotion, or trinket of acknowledgement, it is important to understand precisely how their expectations lead to motivation. Expectancy-Value Theory is one way of looking at how employees value the behavioral options available to them. In this theory, management should tie behavior and reward closely together if there is an expectation that employees will be motivated and productive. Management has an ethical opportunity to ensure proper returns on investments and progressive use of human capital in order to fulfill their function. The concepts of valence and expectancy make up the bulk of the Expectancy-Value Theory. In general, employees believe that when they put forth a specific amount of effort there should be an appropriate reward that is offered. If the expected energy and the value of the reward are not in alignment it will be difficult for management to solicit certain types of motivated behavior.