Let1 Task 317.1.1-06

In: Business and Management

Submitted By floodteams
Words 646
Pages 3
In given situation the audio company is not increasing the performance of its employees in key areas. It appears that the expectancy theory of motivation is not fully understood by the leaders of said company. The company is striving for high volume and high quality at the same time although this is often difficult for companies to achieve in a short period of time, it is obtainable. The said company can improve the performance of its employees by fully understanding and applying the expectancy theory of motivation. There are three key elements of this theory and are as follows:
1. Expectancy, the thought or belief that an individual’s direct effort will attain goals and desired performance.
2. Instrumentally, is the thought that once the goal or performance is met that there will be a direct and applicable reward for such effort.
3. Valence, is the thought that the value of said reward for performance, or acquired goal, will directly meet the needs and desires of the individual putting forth the effort to meet said goals.
The said company can apply this theory in the following manner to increase not only production but employee morale.
1. Train the supervisors and ensure they are fully aware of how the theory works, and teach them to implement the theory and integrate into the current work force effectively. It is my belief that all supervisors also must be held the same theory. Upper management needs to ensure that they are effectively teaching and also have directly proportionate rewards for the supervisors when the successfully motivate their team to meet the goals set forth by the company itself. It is recommended that the rewards be proportionate to their needs as well or they cannot effectively motivate their employees.
2. By the given information Supervisor A and or his direct management is not giving clear direction to the employees. The employees feel…...

Similar Documents

Let1 Task 3

...LET1 Task 3 (317.1.5.10) Organizational Behavior& Leadership Power and Politics Some would say that power and greed are two sides of the same coin. In this essay we will review the use and type of power in the scenario provided. We will also define the basic types of power. Five bases of power demonstrated Legitimate power (Formal): Is derived from a person’s position in an organization. A person’s level of legitimate power is directly linked to their ability to coerce or reward others. Legitimate power is demonstrated in two areas within this scenario. First, within the CEO corporate mission statement, we see it again in the CEO’s overall hiring practices. Legitimate power was also used in conjunction with reward power by the marketing manager. The marketing manager;s position gives them the legitimate power to influence their employees’ rewards. Coercive power: A person’s ability to impact negative results from failing to comply. Within the scenario, coercive power was demonstrated by the certified public accountant CPA, (employee number two). As the only employee with the skill to do the job and the task having linked to company regularity requirements, employee number two used coercive power to move to a four day work week. Reward power (opposite of coercive power): positive benefits; person’s ability to distribute rewards that others people or groups may view as valuable. This can be financial or nonfinancial. Reward power is demonstrated within the scenario...

Words: 651 - Pages: 3

Let1 Task 317.1.1-06

...increasing performance to meet the new standards. For example, if every member of Team A meets the standard this month, then the entire team is given a reward such as extra paid time off, gift cards or the company treating the team to lunch. In conclusion, I believe that the company needs to listen to what their employees have to say about the current rewards system and work to come up with rewards that will properly motivate the employees to strive for better performance. Bibliography Fang, C. Y. (1979). The Moderating Effect of Impression Management on the Organizational Politics Performance Relationship. Journal of Business Ethics, 3. Lawler, E. P. (2009). Motivation and Management: Vroom's Expectancy Theory. Retrieved April 06, 2012, from Value Based Management: http://www.valuebasedmanagement.net/methods_vroom_expectancy_theory.html...

Words: 708 - Pages: 3

Let1 Task 3

...Organizational Behavior & Leadership Five Bases of Power – Task 3 Within an organization leaders and managers use their power in order for their employees toreach the organization’s goals. There are five bases of power which can be broken down intotwo groups: formal power and personal power. Along with the five bases of power there is alsothe power of dependency which states that Employee B depends on Employee A if Employee Bhas goals and needs that Employee A can fulfill. Dependency can be increased when theresources that are being controlled are important, scarce and non-substitutable. Formal Power A formal power is based on an employee’s position within the organization.  Coercive Power – A coercive power requires forcing an employee to do something thatthey do no want to do. This power can cause an unhealthy behavior and employeedissatisfaction in the workplace. The most common threat is the threat of being demotedor fired. Although the most common threats are being demoted or fired the marketingmanager also uses a coercive power when they tell the employees that their yearlyevaluation and bonus can be effected if they do not work over the required 40-hour work week. Employee 1 needs to work the extra hours so that they can achieve the yearly bonus and take a vacation that would not be affordable without the end of the year bonus. Reward Power – A reward power is when the leader uses their ability to administer or remove something that an employee desires.......

Words: 727 - Pages: 3

Let1 Task 1

...LET 1 Task 317.1.1-06 Karri Vatne 7/15/2013 The Expectancy Theory of Motivation has three parts: · First is Expectancy, the focus here is on what an individual expects and how much they are willing to do. The employee may take into consideration the difficulty of the task. They may wonder if their effort to work harder will show them to be more productive. · The second is Instrumentality, the biases here is on performance and rewards. In other words, by producing more there will be a reward. At this stage the employee may be asking themselves if they work harder will they be rewarded as an individual. They may also wonder if the reward could possibly go to someone else such as the whole group including those that put forth no extra effort, or possibly only to those who have been with the company the longest. · And the third is Valence, this is the amount of effort a person will put in performance based on what they perceive the worth of the incentive is. At this point the employee will take into consideration their personal goals. They will weigh their personal goals against the reward and decide if it would be worth the extra effort to reach the incentive. The various elements explain how a person connects determination to execution, execution to incentive, and incentive to their needs and wants. It is apparent how the connection between these elements have a straightforward influence to each other. Such as, when a person is making a cognizant or intuitive......

Words: 818 - Pages: 4

Let1 Task 1

...LET1 Task 1 A. The three components of Expectancy Theory are the Effort-performance relationship, the Performance-reward relationship and the Rewards-personal goals relationship. (Robbins, Judge, 2013) The effort-performance relationship says that the individual perceives the amount of effort exerted will result in a higher performance achieved. If the skill level or ability of the individual is low (or perceived as low), the performance may not be as high as expected. The employee may need additional training or knowledge to be more efficient in his position to reach the desired performance level. The performance-reward relationship says that the individual can be rewarded in other ways besides performance, such as seniority, being a ‘team player’ or other benchmark. This can lead to lower performance as the rewards for the effort exerted are not as beneficial to the individual. By giving an employee performance based rewards, their productivity is increased. The rewards-personal goals relationship says that the individual weighs the rewards in regards to their personal goals. If an individual is looking for a pay raise, but rather gets a few words of praise and a ‘ap on the back’, it might be less motivating than a raise or a promotion. By having a clear rewards system and path, employees will be motivated to obtain those rewards through higher performance. B. The company in the given scenario could improve the motivation of doing several things. First,......

Words: 498 - Pages: 2

Let1 Task 1

...LET1 Task 1 317.1.1-06 THE EXPECTANCY THEORY OF MOTIVATION The expectancy theory of motivation refers to the belief that an employee will perform better if there is a reward for this performance and if this reward is lucrative to the employee. The three key components of the expectancy theory of motivation are the relationships of effort to performance, performance to reward, and rewards to personal goals. The effort to performance relationship refers to the thought that putting forth a certain amount of effort will result in a desired performance. An example of this would be would be an employee working harder than everyone else to be the highest producer in the company. The performance to reward relationship refers to the belief that performing at a certain level will lead to a reward for this performance. An example of this would be a bonus for reaching a certain production quota, or an increase commission percentage for reaching a certain sales level. In the given scenario, the company’s employees have no reason to be motivated. The employees rarely receive a bonus for meeting production goals and when they do, the reward is so small that it is not worth their while to put forth the extra effort. They would rather take longer because a few hours of overtime pay is more than the production bonus. Workers are also very rarely penalized for slow production. I would apply the expectancy theory of motivation in the given scenario in the......

Words: 438 - Pages: 2

Let1 Task 1

...| LET1 Task 1 (317.1.1-06) Behavioral Influences | | First Name Last Name Student ID# 00000000 My Mentor: First Name Last Name Program and Start Date: Bus.Mgmt.- IT 01/01/01 | | 12/30/2011 | Apply the concepts of the expectancy theory of motivation as an approach to improving performance in a given workplace situation. | In today’s workforce there are many reasons why individuals get up every day and go to work. For most it is because they have bills to pay and thus their motivation to work is for the outcome of a paycheck. That is true for most, but how does motivation apply to an individual once they are at work and must perform their daily duties? Whether that is bolting doors on cars in an assembly line or web developers working on the next big internet company, these individuals’ performances are based on their expectations of something in return. Some may work harder or more efficiently than others for many reasons. How does a manager, supervisor or foreman improve this behavior in order to achieve optimal production? The Expectancy Theory of Motivation was first conceived by Victor Vroom at Yale University in 1964. This theory explains the behavioral process of why individuals choose one behavioral option over another. It also explains how they make decisions to achieve the end they value. Vroom introduces three variables within the expectancy theory which are valence (V), expectancy (E) and instrumentality (I). The three elements are......

Words: 841 - Pages: 4

Let1 Task 3

...LET1 Task 3 The five bases of power are defined as the following. Legitimate power is the ability to influence the behavior of another person based on the title or position held in an organization or hierarchy. Reward power is the ability to influence the behavior of another person based on giving rewards or benefits that others view as desirable or valuable. Coercive power is the ability to influence the behavior of another person based on being able to harm or punish the person. Expert power is the ability to influence the behavior of another person based on knowledge or qualifications held that another person does not have. Referent power is the ability to influence the behavior of another person based on having a desirable character or other personal traits. In the given scenario the Legitimate Power is described in the relationship between the Marketing Manager and Employee 1. The Marketing Manager is the boss of the department that Employee 1 is a part of. The Market Manager also has Reward and Coercive Power over Employee 1. Employee 1 performs his job and stays for longer than 40 hours per week in order to receive a high performance rating from the Marketing Manager. The high performance rating allows Employee 1 to receive a bonus. The Marketing Manager also has Coercive Power in the relationship with Employee 1. If Employee 1 does not receive the bonus, Employee 1 will not be able to afford the vacation that Employee 1 wishes to take. In the given scenario......

Words: 610 - Pages: 3

Let1 Task 3

...LET1 Task 3 Managers in an organization use their power in ways that their employees can achieve goals of the company. There are five bases of power that are broke into two groups: formal and personal power. There is also the power of dependency in which Employee B depends on Employee A if he/she has goals and requirements that Employee A can complete. Dependency increases when the controlled resources are important, short in supply or non-substitutable. * Formal Power group Coercive- the concept that an employee is forced to do something he/she doesn’t want to do. This type of power is usually unhealthy and makes the employee feel dissatisfied at work. These types of leaders use threats if the employee doesn’t do what they are told, such as firing or demoting them. The main goal of coercion is compliance, this source of power can often lead to problems and in many cases it involves abuse. Employee 1 has to work beyond the 40 hours a week so he/she can get a good rating on the evaluation so he/she can get that bonus to go on vacation. If not for the bonus, he/she wouldn’t be able to afford the vacation, so that manager has some sort of control over the employee. Reward- when a leader uses the ability to award another person things that person desires or to remove or decrease things the person does not desire. The popular forms of this are raises, promotions and just simply stating compliments. The employee will be more willing to do something if they know they are......

Words: 832 - Pages: 4


...Running head: Leadership Concepts and Applications 317.1.1-06 Leadership Concepts and Applications Abstract The purpose of this paper is to explain the three key components and relationship in the expectancy theory of motivation. It will also cover how the company in a given scenario could apply the component or relationship of the expectancy theory of motivation to enhance the motivation of its employees as per the rubrics found in 317.1.1-06 Leadership Concepts and Applications The expectancy theory of motivation is used to understand why employees only do the minimum requirements on the job. It is a theory used to understand the mindset of the employee, and find a solution to bridge the gap from a bare minimum employee, to one that surpasses expectations. Robbins states that expectancy theory is, "a theory that say that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual" (p. 224). The expectancy theory is broken down into the following three parts; effort-performance relationship, performance-reward relationship, and rewards-personal goals relationship. By Robbins, the effort-performance relationship is, "The probability perceived by the individual that exerting a given amount of effort will lead to performance" (p.225). This is the ideal that an individuals' effort equates to performance. In......

Words: 811 - Pages: 4

Let1-Task 2

...Caroline Rador Western Governors University LET1-Task 2 Organizational Behavior & Leadership Executive A the CEO of the company according to the given profile exhibits qualities associated with a level five leader. Level 5 leader’s are self motivated and have a clear defined mission; take the current state of a company and create a financially, successful and sustainable organization his own needs are seen as secondary. Prior to Executive A becoming the CEO the company was losing millions each year due to low stock value. During the second quarter after taking the position as CEO the company posted a profit as the value of the company stock increased by 128% as stated in the given and level 5 leadership. A level 5 leader is confident in their abilities to identify and surround themselves with the right people and then delegate. These leaders are not interested in monopolizing the work but in molding people who are contributors to the success of the company. Executive A takes pride in developing strong leaders which are qualities of a Level 5 leader. This leader is humble and does not have the need to be noticed or recognized for his/hers sizeable contributions to the company, the mere fact that the company is successful is enough. Executive A in the given has been credited and praised by the media for the financial growth and success of the company but is humble and often gives credit to the team leaders of the company, these are qualities as defined of a level 5......

Words: 1143 - Pages: 5

Let1 Task 4

...LET1 Task 4 Christopher Thomas, 215442 WGU Business Management Program A. In the given scenario, the company’s evaluation contains three known evaluation criteria: Friendliness, neatness of workspace, and attitude; and the manager is to rate the employee in these categories. While the complete evaluation form is not available, based on the known information, there are concerns present about the current form being used. First, from what is known, there is no evaluation criteria that relate to the engineer’s core/technical job responsibilities. The engineer is stated to be bright and detail-oriented in the scenario, he has suggested process changes that have resulted in significant savings to the company, and the criteria do not provide the opportunity to show this. While a certain level of attitude, co-worker interaction or-the-like should be measured for a well-rounded evaluation, these should not be the primary rating factors because they are the furthest removed from actual job performance. Next, the rating scale used appears to be clearly subjective and without any commentary or goals. This will leave a lack of context in rating categories for useful discussion when delivering the evaluation and could definitely lead to misunderstanding by the employee. This was also indicated that the last review session ending poorly and the engineer having a lack of confidence in the company’s review process. Lastly, it is apparent that the sole evaluation is based on the......

Words: 1592 - Pages: 7

Let1 Task 1

...LET1 – Task 1 26 September 2015 The Expectancy Theory of Motivation The Expectancy Theory of Motivation (hereafter “The Expectancy Theory”) is theory that states: “the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.” (Robbins & Judge, 2012) The theory is among the most widely accepted theories relating to motivation. (QuickMBA, 1999-2010) The Expectancy Theory suggests that individuals choose a particular course of action after they have – often subconsciously – evaluated three critical components of the theory. * Expectancy: the relationship between an individual’s effort and her performance (or the effort-performance relationship). If an employee believes her additional effort will be recognized in a future performance evaluation, she may be more likely to exert more effort in her work. * Instrumentality: the belief that an individual’s performance will result in a reward for that performance (or the performance-reward relationship). If an employee works for an organization that rewards employees with salary increases or promotion based upon positive performance evaluations, the employee may feel justified in the additional effort he has exerted to receive the positive evaluation. However, if the organization only offers such rewards based upon employee tenure or to employees who pander to their boss’......

Words: 747 - Pages: 3

Let1 Task 2

...LaTonya Walker LET1 Task 2 Organizational Leadership Styles In the Scenario described concerning the printing corporation that is expanding. There are 3 different executives described and each of their leadership styles are detailed and discussed. It appears that the background of the corporation is that it values its customers while creating a quality product that is needed. According to the description the company has done this by using team work and creativity, which are both great methods for an organization to excel in the corporate world. In addition to having a great creative business model, the company also has executives that are tasked with leading the employees to increase the market share of the company. In doing this there are three executives and three distinct leadership styles that are used by each executive. The first executive, Executive A, has been credited with much of the companies success over the years. He has been credited as taking the company to the “next” level so to speak, due to the fact that the market share has risen by 128% under his authority, and other successes have been accredited to him as well. It appears as though Executive A is a “Level 5 leader“ , these leaders are regularly demonstrate humility while still having determination and intense professional will. In addition to being humble and determined , level 5 leaders self confident and do not mind setting up successors’ for their own success. They have “unwavering......

Words: 1078 - Pages: 5

Let1 Task 317.1.1-06

...Expectancy Theory Of Motivation Juan Fernandez LET1 Task 317.1.1-06 The theory focuses on three relationships: effort-performance, performance-reward, and rewards-personal goals. effort-performance states that an individual displaying a certain amount of effort will lead to a successful performance. performance-reward states that the individual believes that performing at a certain level will lead to some sort of benefit. rewards-personal goals states that is the degree which the organization or persons satisfy the needs or wants of the individual. This theory is based on the individual’s motivation. Either they are motivated to perform at a high level by effort, performance or reward by reason of expectance. i.e salary increase, bonus. Often this is the most challenging situation of an organization. The key is to find out what motivates the employee. By employing this theory we can begin our organizational success in developing a solution that will work for the type of industry and employees we have. In the situation that we are presented with we have a company scenario of professional audio products. That provides the highest quality in the industry. In addition we are also tasked with evaluating the scenario further to provide high production standards. Immediately we can assume that the company is a manufacturing company that requires jobs of various kinds. The one key factor that we can ascertain is that the job is arduous and repetitive. This type of work......

Words: 508 - Pages: 3