MANAGEMENT

Theories of Management

Theories of Management

Expectancy Theory of Motivation

The expectancy theory of motivation was presented by Victor Vroom in the year 1964. The theory, unlike Herzberg or Maslow, focuses on the results and outcomes rather than needs. The expectation theory states that the intensity to perform in an individual depends on the expectations one has in the shape of the results. The outcome, if appealing to the person, would make him or her work with more determination and commitment. From an organizational perspective, expectancy theory relates to an employee's performance depending on how much does the outcome matter. In this case, rewards are referred to as valence. The more the employee expects to gain, the more will he or she work toward the achievement of the task. The rewards also serve a source of motivation. The expectancy theory is used by companies around the world. Companies associate valence or reward with the expected outcomes (Robbins et al, 2011, pp. 212).

It is essential to note that it is the expected outcome that motivates employees rather than the actual reward (Baxter & Braithwaite, 2008, pp. 132) . For employees, expectancy is the belief that their efforts would result in increase performance. This expectancy can be influenced by factors such having the required skills for the job, availability of resources, available of the information required for the job and the support employees need in order to complete the task. The benefits of this theory are that it is based on the self-interest of the employee who aspires to achieve satisfaction and eradicate dissatisfaction. In addition, the theory lays emphasis on the perceptions and expectations of the employees as in what is actual and real is immaterial. The theory though can be unrealistic in the sense that the link between employee performance and reward can at time be too strong.

The implications of the theory are that managers can relate the desired outcomes to the level of performance of employees. The must make sure that level of performance desired is attainable. When an employee achieves the desired performance, managers must appropriately reward the employee. In relation to this, the reward system at the organization should be fair and unbiased. The organization should maintain a program of assessment of employees over a period of time (Leonard, 2002, pp. 101).

Goal Theory

Edwin Locke proposed the Goal theory in the 1960s. This theory proposes that goal setting should be linked to performance of task. The idea behind the theory is that challenging goals and appropriate feedback can lead to a higher level of performance. Simply put, goals indicate and provide a sense of direction to employees as to what they are expected to do and the extent of effort they need to put in. as per this theory, the willingness to work to attain goals is the primary source of motivation at work. Rather than working on easy and unclear goals are less motivating than those that challenge the ...