The Link between Expectancy Theory and Job Satisfaction

Running head: ORGANIZATIONAL BEHAVIOUR 1
ORGANIZATIONAL BEHAVIOUR
Name
Institution

ORGANIZATIONAL BEHAVIOUR 2
ORGANIZATIONAL BEHAVIOUR
Introduction
The Expectancy Theory of Motivation is best portrayed as a process theory. With
research spearheaded by Edward C. Tolman and proceeded by Victor H. Vroom, the theory
provides a clarification as to why individuals select a particular behavior over others. The idea
associated with this process is that people are convinced to accomplish certain things because
they believe that their actions will result in the desired outcome. On the other hand, job
satisfaction refers to the extent which a job provides the fulfillment of a need or a want to the
employees, or the degree to which it acts as a source or even a means of enjoyment. However,
individuals are different and there are several definitions of job satisfaction. For instance, some
people would say they are satisfied in a job if the job provides them with opportunities to learn
and increase their skills and gain knowledge. The two concepts will be used in assignment three
in determining how they assist organizations and employees attain high-performance levels as
well as helping that all organizational staff achieve satisfaction from their work experience and
task contributions. The outline of the essay will include a discussion of the Expectancy Theory of
Motivation and job satisfaction. The linkage that exists between the two theories will also be
discussed, including a conclusion that will summarize the key points made in the essay.

ORGANIZATIONAL BEHAVIOUR 3
The Expectancy Theory of Motivation
Expectancy Theory function according to the fact that a person’s effort dimension is
based on what they are capable of performing well and obtain compensation at the workplace.
In circumstances whereby the employers need laborers to improve a certain level of effort, they
are entitled to develop a reward structure that has got clear, defined purpose, along with
routine assessments (Parijat & Bagga, 2014). Employees need to understand, as much as they
can, the activities that are essential in achieving a desired level of performance. Measuring the
effort required ought to be challenging, yet unachievable, in the instance that an employer
needs the spirit to be retained at high levels while trying to meet organizational objectives.
There are several instances where the Expectancy Theory is applied in an organization.
Such an application takes place during recruitment and selection. Recruitment and selection is
the first stage during the employment relationship. HR recruiters, as well as employment
specialists, create a strategy that is used in attracting potential candidates that have got the
needs qualifications, expertise, and those that have got an interest in the organization’s needs.
The recruiters are held accountable by the Human Resources and the corporate leadership in
selecting the most qualified pool of applicants (Renko, Kroeck & Bullough, 2012). As such, the
recruiters involved in the construction of in-house job postings ensure that they do so in a way
that generates interest in the existing workplace. Recruitment and selection is an example of
expectancy theory due to the fact that promoting from within is a policy that enhances
employee retention. The recruiters are given the mandate of selecting the most suitable
candidates that are likely to remain in the organization with the aim of meeting corporate

ORGANIZATIONAL BEHAVIOUR 4
leadership and the HR’s expectations. Success is dependent on the recruiter’s capability to
identify well-qualified and promotable employees from an existing staff base.
Pros
Rewards and incentives boost an employee’s expectations. Setting proper goals triggers
a motivational process that enhances performance in an organization. A management that has
a clear and concise understanding of the expectancy theory is capable of employing concepts in
assembling more effective teams to ensure the company attains its goals. Such employers are
able to understand exactly what they are supposed to offer if they are to motivate their staff,
identify any gaps in skills which requires training, along with committing themselves to deliver
rewards to employees (Estes & Polnick, 2012). If appropriately applied, expectancy theory
ensures that the staff is willingly and happily involved in projects since employers have planned
participation on the basis of performing and getting rewarded.
Cons
The expectancy theory does not work in practice without the active participation of the
managers because the theory creates the assumption that all the components are known.
However, in practice, it is the duty of the leaders to identify the staff value as rewards (valence).
Additionally, the leaders are required to accurately evaluate the staff’s capabilities (expectancy)
and provide the right resources to assist them successfully complete their jobs (Nasri &
Charfeddine, 2012). Also, the managers are supposed to keep their promise and that the staff
should trust that once they put their work effort, the promised reward will be given to them