Much of the same of every business, the majority of managements problems begin with change. This area is one of the most challenging to overcome for businesses. Often times, change to a company’s procedures may bring about positive impacts, however it is more likely to have negative results as changes are implemented. In our given scenario the company changes its procedures in order to maintain the high expectations it has already for its goals and standards. Negative impacts would need the business to then listen to the feedback of the affected parties and implement some form of damage control. With our given scenario we will challenge and explore the use of expectancy theory of motivation.
In the area of motivation and management we can consult the expectancy theory of Victor Vroom. According to Valued Based Management.net (2011) “Vroom’s theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain.” There are three components of expectancy theory: Expectancy, Instrumentality and Valence.
1. Expectancy- Usually is based on a past experience. An employee believes that the effort put into their goals and task will lead to performance.
2. Instrumentality-The belief that if an employee meets their performance goals or task they will be rewarded.
3. Valence-This is the value of the reward the employee feels is worth when performing and completing the goals and task.
The three of these theories and how they relate is simple. An employee believes that his or her efforts meet the expected performance and will receive a reward as a result. When the employee is rewarded based off their performance they may also expect to receive a reward worth the effort they applied to the performance. In our scenario group a feel that the new process makes it more difficult to achieve performance goals. When Supervisors (B) received feedback it was negative about the new process being implemented. The feedback received was that the new process required more hand dexterity to complete. The management team should review the performance of employees that do not have difficulty with the new process as part of their evaluation. They can then set up training for employees that are struggling to adapt. With the proper training they should be able to meet their goals. Once the employees are performing the task without difficulty then the instrumentality theory can be applied. In our scenario the employees are not exuding effort because they’re are not motivated for the lack of the reward factor. Here the management team can introduce a tier reward system, since the top producers are producing at a