AFM280 Lecture Notes - Lecture 7: Expectancy Theory, Goal Setting, Job Performance
17 May 2018
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Chapter 7 – motivation
MOTIVATION
• Motivation is defined as a set of energetic forces that originates both within and outside an
employee, initiates work-related effort, and determines its direction, intensity, and persistence
• Internal forces such as self-confidence
• External forces such as the goals an employee is given
• Once the direction of effort has been decided, motivation goes on to determine how hard an
employee works- the intensity of effort- and for how long- the persistence of effort
• Engagement: a widely-used term in contemporary workplaces that has different meanings
depending on the context; most often refers to motivation, but it can refer to affective commitment
WHY ARE SOME EMPLOYEES MORE MOTIVATED THAN OTHERS?
Expectancy Theory
• Expectancy theory describes the cognitive process that employees go through to make choices
among different voluntary responses
• This theory is directed toward pleasure and away from pain
• Our choices depend on three specific beliefs: expectancy, instrumentality, and valence
Expectancy
• Expectancy represents the belief that exerting a high level of effort will result in the successful
performance of some task (E→ P)
• Subjective probability ranging from 0 to 1
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• E.g. if I do’t eliee that I’ good at itig oati poety, the I o’t eliee i y
effort to write a good poem
• Factors that shape our expectancy for a particular task
• Self-efficacy is defined as the belief that a person has the capabilities needed to executive the
behaviours required for a task success. It’s like self-confidence for a specific task
• High levels of self-efficacy = high expectancy = more effort
• Consider efficacy levels for a given task:
• Employees consider their past accomplishments in similar tasks or observation for other
people doing the similar tasks
• Veal pesuasio suh as get the jo doe pushes self-efficacy
• Emotional cu es such as pride and enthusiasm can bolster confidence levels
Instrumentality
• Instrumentality represents the belief that successful performance will result in some outcome
(P→ O)
• We say soethig is istuetal he it helps attain something else
Valence
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• Valence reflects the anticipated value of the outcome associated with performance (V)
• Valence can be positive (prefer having outcome X to not having it), negative (prefer to not have
outoe X, o zeo do’t ae aout outoe X
• Positive outcomes: salaries, bonuses
• Negative outcomes: disciplinary actions, demotions
• Outcomes are deemed more attractive when they help satisfy needs
• Needs can be defined as cognitive groupings or clusters of outcomes that are viewed as having
critical psychological or physiological consequences
• An employee with a strong growth may prefer training over socializing with co-workers
• Although cetai eeds ae uiesal aoss people, it’s likely that diffeet people have different
eed hieahies that they use to ealuate potetial outoes
• Positive outcomes are likely to satisfy a number of different needs
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Document Summary
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