Organisational Behaviour Essay Assignment

Introduction
Organisational Behaviour is a field of philosophy that aims to comprehend, clarify, predict, and
modify human behaviour in the workplace (Wagner & Hollenbeck, 2010). It is divided into three
types, including individual workers at the micro-level, teams at the meso-level, and actions or
behaviour of the entire company at the macro-level. By researching, workers' acts have a
significant influence on how they treat themselves at work. An employee's interpersonal actions
and the physical world in which they work significantly influence their behaviours and overall
motivation (Lazariou et al., 2015). This essay addresses two key concepts related to organisational
behaviour that influence organisational success. The first concept will refer to work motivation
especially focusing on Vroom's expectancy hypothesis. The second concept would clarify how
perception affects people's assumptions on what they can do on the job and how they can meet
their objectives. Furthermore, we will create a conceptual construction management firm for the
third assignment that would describe variables that influence motivation and then compare
worker and employer perceptions.
Expectancy Theory of Motivation
Motivation is a critical attribute; thus, managers use different criteria for motivating workers
across various industries and cultures, as companies face increased diversity of employees across
industries and the globe (Robert et al., 2018). As Vroom saw a divergence between industrial
researchers and organisational motivation models that managers might use in the industry, he
proposes an expectancy theory directly applicable to the workplace (Eerde et al., 1996). The
theory involves four concepts: (i) Individuals come into organisations with expectations based on
their needs, benefits, and prior experiences, (ii) A person's actions are the product of a conscious
effort, (iii) Need for different services from the company (e.g., high salary, job security, promotion,
and challenging tasks) (iv) Individuals may take benefit of chances to change their conditions
(Lazariou et al., 2015). Furthermore, this model suggests that people have various needs,

aspirations, and goals, all expressing different degrees of intensity. Therefore, people responding
in a specific manner would lead to the ultimate goal based on these needs and aspirations (Bassy,
2002).
Expectancy is a well-known hypothesis that aims to understand the factors influencing
organisational beliefs and behaviours (Wagner & Hollenbeck, 2010). According to expectancy
theory, individuals have options, and they make decisions dependent on which option they believe
would lead to the best result (Robert et al., 2018). It includes three main components: the
principle of valence, instrumentality, and expectancy (VIE theory) (Wagner & Hollenbeck, 2010).
As seen in the diagram below, motivational force is defined as an individual's belief that putting in
a certain level of work will result up in a particular success (expectancy), and that output will result
in the performance (instrumentality) of a desirable (valence) reward.
result in
Need for
expectations
Driving Force
(behaviour in
action)
Desired Goals
to gain
Fulfilment
feedback
Figure 1 Motivational model (Bassy, 2002).
which
provide
Effort RewardPerformance
Expectancy Instrumentality
Valence
Figure 2 Expectancy Theory model (Robert et al., 2018)

Valence
Vroom defines valence as all probable affecting preferences toward outcomes, which could be
interpreted as the value, desirability, attraction, or anticipated satisfaction with outcomes (Eerde
et al., 1996). Outcomes may be positive, negative, or zero. When an individual would instead
achieve an outcome than not achieve it, the outcome has a positive valence. When an individual is
unconcerned with achieving a goal, the goal is given a valence of zero. If individual wishes not to
achieve a result, it is given a negative valence. Consider Netflix as an example: since they pay well
and have much freedom, their valence is positive for most employees, which draws top talent and
motivates them to work better than most employees. On the other hand, Whirlpool gave a $500
smoking reduction bonus, which was not enough to get customers to stop smoking, but instead, it
got them to falsify paperwork and lie to the company (Wagner & Hollenbeck, 2010).
Instrumentality
Vroom has interpreted instrumentality as a relationship between one outcome and another and a
probability of obtaining an outcome (Eerde et al., 1996). Determining a person's instrumentalities
is critical because only when valence and instrumentality are high as the person is willing for a
specific action. For example, in the Enron case: if a company executive knows that engaging in
unethical activities would increase the stock price, he/she may be encouraged to partake in such
conduct. If, on the other hand, the same person fears that he/she will be arrested as a result of
this action, he/she will seek a different outcome (Wagner & Hollenbeck, 2010).
Expectancy
A personal expectation of a contributing effort to a result or success is called expectancy outcomes
(Eerde et al., 1996). Expectancy is the relationship between trying and actually doing well. For
example, even though a central manager in a big corporation holds many stocks, he/she does not
believe that exerting extreme amounts of effort would affect the stock price. Thus, even if there is
a performance-outcome (instrumentality) relation between increasing stock price and the value of

a personal portfolio, it will indicate that the effort-performance (expectancy) relationship is
uncertain (Wagner & Hollenbeck, 2010).
Perception
Individuals pick, organise, collect, and retrieve information through the process of perception. This
perceived information is used to determine and select from potential sources of action while
making a specific decision. Thus, in simple words, it is a method of receiving and responding
appropriately to things happening in the world around us. Humans have five sensations that
enable us to understand the environment. Most of us believe in our senses, but blind trust will
also lead us to believe that our experiences are a perfect representation of reality. As a result,
people adapt to what they see, but that does not necessarily correspond to the absolute truth.
This discrepancy will trigger major issues because as the gap between perceived and actual
realities widens, the chances of confusion, anger and conflict grow (Wagner & Hollenbeck, 2010).
Therefore, perception plays a significant role in shaping a person's personality and behaving in
such circumstances in the workplace. Various variables influence this process, including
experience, behaviour, faith, motivation, ability, and environment, thus varying from person to
person. As a result, this external input is treated differently, eliciting various attitudes and
behaviours. (Garg et al., 2015).
Perceptual effectiveness on work engagement
The perception of employees and their ability to adapt to a new work system significantly impacts
organisational effectiveness. Different workers have different inbuilt mechanisms for categorising
external content, leading to differences in employee understanding. In addition, certain factors are
needed to successfully execute employee engagement, such as active management support,
bundling of practices, daily follow-up and reviews, employee desire, and so on. (Garg et al., 2015).
Workplace involvement is a positive, rewarding work-related state of mind characterised by

enthusiasm, commitment, and concentration. The important factors of work involvement are
personal capital and career resources. These opportunities enhance employees' ability to dedicate
their efforts to work-related responsibilities and nurture their personal development. As a result, it
has a favourable impact on workplace outcomes such as corporate engagement, individual
success, job satisfaction, and improved organisational performance. Employees who are
psychologically involved with their jobs and in their employer are more willing to do tasks that are
not required and devote more attention and effort to their work. As a result, workers' views of
corporate responsibility predict organisational behaviour, job commitment, and work engagement
linked to the workplace (Farid et al., 2019).
Perception on performance appraisal (PA)
Since expectations affect people's judgments and behaviours about specific phenomena thus,
employees of every organisation would have different perspectives on the performance
assessment agenda (Francis et al., 2012). In addition, the perceiver's views can often affect his/her
interpretation of it. As a result, people's interest is attracted more readily to objects that confirm
their expectations. Indeed, in the sense of performance appraisal, supervisors that are driven to
believe that one category of employees would do more than another are more inclined to rank
subordinates in a way that expresses these assumptions, even though the subordinates perform at
the same objective standard (Wagner & Hollenbeck, 2010). Thus, managers' main defeat is that
they are not given enough criteria for evaluating workers, and workers' biggest objection is that
the procedure is not inclusive or equal. Furthermore, performance appraisals place a heavy
emphasis on evaluating workers' previous behaviours, which some employers take advantage of
to victimise unfavourable employees. PA may be used for different purposes: internal people,
structure management, and reporting. Among individual uses are administrative reasons, including
recognising individual success to make decisions on pay, promotions, hiring, firing, and layoffs.
Within-person applications include those defined in management objectives, such as providing

guidance on success and flaws to identify training needs and assigning and transferring people.
Finally, it also aids in the achievement of organisational priorities, referred to as system
management. Finally, reporting is to comply with legal requirements by recording decisions and
performing validation analysis on PA. Though, some organisations are trying to simultaneously
achieve these objectives while using one tool for a specific task (Francis et at., 2012).
The connection between motivation and perception
All positive managerially related employee habits, including in-role work performance behaviours,
adaptive extra-role behaviours, and political behaviours, are included in organisational behaviour.
In addition, employee perceptions of corporate decision-making procedures and decision-makers
behaviour are essential qualifications of organisational behaviour (Ascigil, 2005). Thus, realistic
goals based on higher success may also affect employee job approval in a work unit (Park et al.,
2017). The expectancy factor depends on a good balance between work conditions and
experience. (Wagner & Hollenbeck, 2010). The success of a work unit demonstrates the criteria
for employment and workers' ability to fulfil them. In this case, commitment is an input to
improve efficiency and performance results from the workers' efforts. Employees anticipate more
significant results from their efforts. Furthermore, professional identities are linked to work unit
success, as better operational performance will motivate workers to pursue a more professional
solid identity. Professional identification refers to a person's psychological alignment as a
professional in the workplace and personal job ideals, expertise, experience, personal
development, performance and progress, and creativity (Park et al., 2017). Thus, a higher effective
performance unit will allow workers to trust their ability to complete a job effectively by improving
their professional identity. Moreover, leaders should work to improve employee trust in their
ability to complete the job effectively. Hire staff with the requisite expertise and knowledge;
provide required instruction and articulate work requirements; allocate more time and resources;

delegate increasingly more demanding projects; listen to employee requests for job changes;
participate and try to resolve issues that can obstruct successful performance; provide training.
Good leaders should clarify what is required of their workers and assist them in achieving that
standard of success. When it comes to matching success to incentives, financial incentives can be a
strong motivator. Pay-for-performance schemes are compensation programmes that compensate
individuals explicitly depending on how well they do their work. "Commission plans" for
salespeople, "piece-rate systems" for factory staff and field hands, and "incentive equity option
(ISO) plans" for executives and other employees are examples of these. However, performance-
related incentives do not have to be monetary. Symbolic and verbal means of praise for excellent
results can also be very successful. When you have a diverse workforce, it is easy to think that
everyone wants the same things. Some employers may prefer a promotion or a pay raise, and
others may prefer extra sick days, improved insurance plans, daycare, or elder-care facilities. Many
businesses have implemented cafeteria-style reward programmes, which enable staff to pick and
choose their fringe benefits from a range of options. As a result, Vroom's theory identifies a set of
perceptual variables that represent human variations in job motivation (Fred, 2011).
Conclusion
In conclusion, the first part of the essay discusses motivation based on the Vroom Expectancy
Theory developed to bridge the gap between motivation and organisational strategy. Here, Vroom
developed three-component to predict the outcome, i.e. valence, instrumentality and expectancy.
In the second part, perception is explained in terms of work engagement and performance
appraisal. These are critical to yield desire outcome in the organisation. Finally, the last part
indicates the relation of expectancy theory to workplace perception. A strong correlation is
established by educating with an example for achieving desire motivation in employees with the
help of expectancy theory.

References
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