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 inNeed for expectations Driving Force (behaviour in action) Desired Goals to gain Fulfilment feedbackwhich provide Figure 1 Motivational model (Bassy, 2002). EffortRewardPerformance ExpectancyInstrumentality 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
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