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Why do rewards affect your performance? Unravel the mystery!
In every work environment, rewards are an important tool to motivate employees. Yet why do these rewards affect a person's performance so profoundly? According to expectancy theory, all this actually involves individual thinking processes and motivation choices. This theory, proposed by Victor Vroom of the Yale School of Management in 1964, reveals the psychological processes people use when making behavioral choices.
Expectancy theory emphasizes the direct connection between behavior and reward.
Discuss the expectancy theory
In expectancy theory, individuals' behavioral choices are not random, but based on their expectations for results and desire for rewards. In other words, individuals choose behaviors that they believe will achieve desired outcomes. This selection process is influenced by three basic elements: expectation (E), instrumentality (I) and valence (V).
1. Expectation (E → P)
Expectations refer to the relationship an individual believes between their efforts and expected performance. This is usually based on past experience, self-confidence and the difficulty of the goal. If a person believes that his efforts will not lead to the desired results, his motivation will be reduced.
2. Instrumentality (P → O)
Instrumentality refers to a person's belief that rewards will be obtained if performance expectations are met. For example, salespeople can get bonuses if they know how many items they sell. If rewards are not related to performance, instrumentality becomes low, affecting motivation.
3. Potency (V)
Valence refers to an individual's assessment of the value of an outcome, which depends on needs, goals, and personal sources of motivation. If an outcome is not important to an individual, their motivation will decrease.
Individuals are more likely to choose behaviors they find valuable given their known valence.
Applications in management
Expectancy theory plays a key role in management. Many studies show that reward systems need to be directly linked to employee performance and ensure that these rewards are what employees desire. This requires management to understand the needs and expectations of its employees in order to design incentives more effectively.
Frum's research points out that the intensity of effort depends on the individual's perception that the effort will bring about the desired results. This is not just about providing rewards, but more importantly, ensuring that the rewards trigger continued motivation among employees.
Current research trends
With the development of expectancy theory, more and more studies have begun to explore its application in different environments. Scholars have explored the impact of expectancy theory in areas such as teaching and technology use. For example, several studies have examined how teachers' expectations for student performance affect student academic achievement, and how staff confidence in the use of new technologies affects their acceptance.
Expectancy theory not only affects work motivation, but also extends to other areas of life.
Critical voices
Despite its influence in management and psychology, expectancy theory has also faced criticism. Some scholars believe that this theory is too simplistic and may not fully explain the complexity of motivation formation. For example, certain rewards may not be valued as much as expected by employees and may instead be overlooked due to other factors.
Conclusion
Overall, expectancy theory provides an important theoretical framework for our understanding of the relationship between rewards and performance. An in-depth discussion of this theory can not only help companies improve employee motivation, but also provide inspiration for research in other fields. Think about it, is the reward you are currently pursuing really closely related to your efforts?
