Organizational Behavior and Leadership
This purpose of this paper is to discuss a company which hereafter will be referred to as Company X. Company X produces audio products and has recently instituted an innovative production process in an effort to help its employees meet its high production standards and goals. One of Company X’s supervisors is having difficulty with his employees adapting to the new process. During an informal discussion with the supervisor the following was revealed: some of his employees are not putting forth effort to master the process, those who have mastered the process are not putting forth enough effort to reach the production goals the company has given. When asked what was behind the employees lack of effort, the following reasons were given: some have said they cannot be successful with the process because they are not capable of the hand dexterity required, those who are not having difficulty with the process feel that it is not worth putting in extra effort to reach the production goals. The rationale behind those who are not having difficulty is there is usually no difference in wage increases among those who meet department goals and those who fall short of the goals, and they believe that workers at the company have to be very slow before their performance will affect their given salaries.
To solve this dilemma I believe we need to take a look at current motivation theory. Among current motivation theory Victor Vroom’s expectancy theory is one of the most widely accepted. Mr. Vroom’s theory argues 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. In essence, what Mr. Vroom is saying is that for an individual to perform a task there has to be a desire to complete that task, the strength of that desire is rooted in the reward associated with the completion of said task. The greater the desire to complete the task the more enthusiastic the individual will be to complete it.
Expectancy theory focuses on three relationships that are based on four referents of the employee, which are detailed in the following diagram;
The first of these relationships (a) as depicted in the diagram sits between individual effort and individual performance. This effort-performance relationship is the probability perceived by the individual that exerting a given amount of effort will lead to...