Expectance Theory

Olusanya Oyeyemi

Walden University

MMSL 6661

Dr. Evan Duff

08 November 2015

Abstract

In implementing change, it has been proved that reward and benefit enhance workers motivation and job satisfaction. This paper site two example to commemorate the fact that employee performs better when there is an awaiting reward associated with their behaviour.

Expectancy Theory (Cognitive): Vroom/Lawler

Both Lawler and Vroom based their theory on three assumptions that; behaviour is related to performance – output expectancy, rewards mean different thinks to different people, and that behaviour influences success. These views corroborate Burke point that worker is highly motivated when they realise that there is a reward attach to their behaviour and it is worth vying for (p.182).

In 2010, I was chatting with a church member in Nigeria on our way from a church meeting. During our conversation, he told me his son had an accident that day in school and his employer has taken care of the boy even before they told him. In his commendation and praise, he said, “ even if it require flying the boy out of the country, they will not hesitate. Oh! God, help me, never to step on their toes “. He was satisfied with his job, he never dreamed of any better offer anywhere else and was ready to abide by all his organization’s rudiments and could go the extra length to satisfy them in other to protect his job. Lawler and Porter argued that job satisfaction influences absenteeism and turnover (1967).

In U.S. military, employees look at the benefit, not the job risk. They have one of the best medical programs any employer could enjoy in the country, their educational benefit cannot be compared to any other organization; Tuition Assistance when on active duty, Gi Bill when out of active duty plus the housing allowance and Textbook stipends. When I was on deployment and my wife gave birth to my first child, the kind of caring Navy Fleet and Family gave could not be monetized. Service members are rewarded for good conduct every three years in service, which keep them out of trouble to protect their job. Petty et al inferred that “individual job satisfaction and job performance are positively correlated” (1984). 

The most interesting thing is that, the expectation of reward shape both behaviour and performance of employee, this is in agreement with the expectant theory of Vroom and Lawler which Burke concluded that “it is imperative that organizational members believe that the measuring and reward processes are administered in a fair and just manner (p.182). As a leader, I will not only make sure the there is provision to reward employees’ behaviour but also involve them in the relevant decision – making for assurance of transparency in reward measurement.

Reference

Burke, W. (2014). Organization change: Theory and practice (4th ed.). Thousand Oaks, CA:

 Sage Publications, E. version.

Lawler, E.E. III and Porter L.W (1967). The Effect of Performance on Job

            Satisfaction. Industrial Relations. Blackwell Publishing Limited.

Petty M.M., McGee. G.W., and Cavender, J.W. (1984) A Meta – Analysis of the Relationship

            Between Individual Job Satisfaction and Individual Performance. Academic of

            Management Review, University of Alabama. Vol. 9, No. 4, 712-721.