Expectancy And Valence Theory Study

Under the process theory of motivation we have the expectancy/valence theory develop by Victor Vroom who discovered that the individual will find reasoning to confirm that there is motivation arising from the correlation from one’s effort leading to performance and its’ the rewards. The more effort, the better the performance are expected and good performance leads to rewards. Three key elements found in expectancy/valence theory which are expectancy, instrumentality and valence. Expectancy is the probability estimates over the employee/individual’s effort resulting to a specific level of performance, Instrumentality is the probability estimates that rewards will result from a good performance and valence is the individual behavioural choice

F. Skinner. It is a motivation based on the system called “operant conditioning” which Skinner B.F. describe as behaviour being conditioned and responding to environment factors known as reinforcement (Villere & Hatman, 1991). Reinforcement theory is the designing of the working environment in the workplace which will motivate the employee’s behaviour to perform positively. The theory is based on the principles of positive, negative, punishment and extinction reinforcement to change behaviour for a desired

It is regarded as employees who are being delegated and undertaking a certain task with a controlled(limited) authority (Soundering, 2017). This strategy gives intrinsic sense of purpose to the work itself, a sense of meaningfulness by adding value to the task goals, a sense of choice that is decision making and having responsibility, giving a sense of competence in performing the task and therefore enhancing self-esteem and a sense of impact giving pride and feeling of accomplishment/achievement over the objectives of the task (Yukl & Becker, 2006). However, there are instances that empowerment are ineffective as authority is not given by managers which brings us to the issue of trust (Soundering, 2017). Managers must learn to trust people. To be operating effectively, the culture of empowerment in the organisation also sees the manager to assign the right man for the right role hence competence and talents are recognised. As guidelines for managers (Yukl & Becker, 2006) employees empowered in decision making must be carefully considered/studied, supported and given encouragement to express constructively and finally given recognition so as to allow the effective process of