Week 11 Discussion – Expectancy Theory and Equity Theory
QUESTION:
Describe from the perspectives of expectancy theory and equity theory what managers should do to have a highly motivated workforce. What does that look like in an everyday work environment?
Write a response to the answer from 2 other students.
STUDENTS TO RESPOND TO : kelly
Encouraging employees to perform at a high level while maintaining a highly motivated workforce is the hallmark of an effective leader. According to our text, expectancy theory and equity theory are two theories that are “complementary in that each focuses on a different aspect of motivation.” (Jones & George, 2022) Motivation in the workplace combines the forces of effort, persistence, and the direction of a person’s behavior to determine the “why” people behave as they do in organizations.
Expectancy theory is a popular theory of work motivation focusing on inputs (effort), performance (instrumentality), and outcomes (valence). Expectancy is viewed as a person’s perception on effort (input) and whether that increased effort results in a payoff. If you were to meet and exceed every sales goal but received no extra bonus at year end, your motivation to exceed goals in future years would be diminished. Knowing that by putting forth extra effort, you will be successful is key to motivation. Managers can increase expectancy levels and motivation by expressing confidence in the worker, increasing levels of autonomy, and offering additional training/mentoring to allow workers to perform at a high level. On the job, an employee’s perception is their reality. For example, if the worker believes high performance results in rewards such as job advance and bonuses, they will be properly motivated to excel. Managers should clearly communicate this link of effort to outcome. Along with high expectancies, the valence or desired outcome may differ between employees. Some employees are motivated by more time off or work-life balance, others may be motivated by incentive pay and promotions. It is in the manager’s best interest to know this valence when giving rewards for high performance.
Equity theory is another theory of motivation that concentrates on “people’s perceptions of the fairness of their work” (Jones & George, 2022) according to Jones. Employee contributions need to match the outcomes received from the work based on the peer group the employee relates to. Equity is a balance between what you give and what you get. As an administrative assistant to a VP, I expect my work product to be judged based on other administrative assistants at that level and not others who work at a higher or lower level. When an employee feels they are working at a higher level than their perceived peer group, this inequity can cause motivation to fall. When developing a managerial plan to measure the equity effects on the workforce, Huseman and Hatfield believe that “A theory without data is only a good idea. And data without theory are mere numbers on a computer printout.” (Huseman & Hatfield, 1990). Based on their equity study data from 1990, 53% of salaried respondents reported feeling under-rewarded and this skyrockets to 83% of hourly workers.
Managers should frequently take the pulse of their employees to determine employee perception of both expectancy and equity so measures can be taken to manage motivation issues. Clear communication of expectations, goal setting, feedback, training, advancement plans, and manager availability are key ways to encourage outcomes both employers and employees want.
Jones, G. R., & George, J. M. (2022). Contemporary Management, 12th Edition. New York: McGraw Hill LLC.
Huseman, R. C., & Hatfield, J. D. (1990, April). Equity theory and the managerial matrix. Training & Development Journal, 44(4), 98+. https://link.gale.com/apps/doc/A8360586/AONE?u=lincclin_bcc&sid=googleScholar&xid=5851257eLinks to an external site.
STUDENT 2 : Hannah
An organization relies on motivated employees to achieve their goals, and it’s part of the manager’s job to instill such motivation in the workers. The expectancy theory, from the work of Victor Vroom, shares how individuals base their actions of the awards they expect to achieve. (Gordon, 2022) For employees, this means that employees will exert higher level performance if they believe there is desirable outcomes from their efforts. If the expectancy, instrumentality, and valence are all high, the employee is very motivated. (Jones, 2022) Managers can lean on these aspects to motivate their employees. They can be vocal about the confidence they have in their workers to make them believe they can succeed. Employees enjoy autonomy, freedom, and responsibility at work, and there is a correlation between higher performance and autonomy. (Johannsen & Zak, 2020) So if managers want their employees to be able to take on more responsibility and freedom, they should provide the necessary training for employees to be able to do so. This could come in the form of classroom instructions, on the job training, shadowing, or workshops.
The equity theory is another theory revolving around how employees are motivated. When an individual perceives that their inputs are equal to the outputs, equity exists. This motivational theory involves how employees perceive the fairness of the outputs they receive in exchange for the inputs they put into their tasks. The outcomes can be pay related or position related. Employees can either feel that they were fairly rewarded, or in times overpaid or underpaid. Managers need to clearly communicate with workers and be honest about expectations and rewards. Salaries and benefit packages should accurately match the level of contribution and responsibility an employee possesses. Managers can do a lot to motivate their employees, they just have to understand what it is that motivates them.
References
Jones, G., George, J. (2022) Contemporary Management (12 ed.). Pp. 28. McGraw Hill Higher Education (US).
Gordon, J. (2022, April 8). Expectancy theory – explained. The Business Professor, LLC. Retrieved March 28, 2023, from https://thebusinessprofessor.com/en_US/management-leadership-organizational-behavior/expectancy-theory-of-motivationLinks to an external site.
Johannsen, R., & Zak, P. J. (2020, April 19). Autonomy raises productivity: An Experiment Measuring Neurophysiology. Frontiers. Retrieved March 28, 2023, from https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00963/full
