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Improving Employee Performance through Expectancy Theory

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Expectancy Theory postulates that a person will act in a certain way and make particular decisions based upon what they expect the results to be.   Managers that desire to better understand how to motivate employees should explore expectancy theory and its practical use to boost performance. The theory has been used in a number of companies and situations with great success. It is such a popular theory that additional theories have been developed off of its seminal findings. Victor Vroom indicated in his 1968 ground breaking research that motivation can be fostered when employers ensure that rewards are desired and tied directly to performance. His research showed through a number of cases studies and experimental approaches that workers will perform better when rewards are of significant value to employees. When the association of effort and reward is too distant employees may have a hard time making the connection and putting forward effort.  The Theory takes into accou

Book Review: Work and Motivation by Victor Vroom

Work and Motivation by Victor Vroom is a paradigm shifting book that looks at the human motivation within the workplace through both an individual and group based lens. For managers who are seeking methods of improving on worker motivation the book is not one that should be passed up without a thorough read.   It provides keen insight on the potential, nature, and limitations of employee motivation.  The book attempts to summarize the findings of industrial psychologists and research related to human motivation within the workplace. The work focused on three areas: 1.        The choices made by persons among work roles. 2.        The extent of their satisfaction with their chosen work roles 3.        The level of their performance or effectiveness in their chosen work roles.  Vroom makes the assertion that there are two types of determinants of attitudes which include 1.) The cognized utility of the attitude toward attaining particular outcomes; and, 2.) The inten