The Link between Expectancy Theory and Job Satisfaction

This article explores the link between expectancy theory and job satisfaction and how they impact organizational performance. It discusses the benefits and limitations of these theories and their application in recruitment and selection processes. The article also highlights the importance of intrinsic and extrinsic motivation in job satisfaction.

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ORGANIZATIONAL BEHAVIOUR
Name
Institution

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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.

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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

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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

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(instrumentality). The other weakness associated with this theory develops when the managers
give rewards and motivations but the staff fails to believe or trust them. Hence, the theory calls
for rewards to be chosen with a high perceived value.
Job Satisfaction
Job satisfaction refers to the extent which the staff feels self-motivated, satisfied and
contented with their job. Job satisfaction takes place when employees feel they are having job
stability, comfortable work-life balance, as well as career growth. Hence, this implies that the
staff is satisfied with their jobs as their efforts meet individual’s expectations. Satisfied
employees are essential to an organization because they aim at delivering their best capability.
Every staff needs a strong career growth as well as work-life balance at their workplaces.
Whenever a staff feels happy with their organization and work, they aim at giving back to the
firm by employing all their efforts in delivering quality work (Cho & Perry, 2012). The benefits of
job satisfaction are observable by considering the employee and the employer perspective. The
perspective of the employees is that job satisfaction should be associated with a good amount
of salary, constantly access new opportunities, job stability, and obtain rewards and
recognition, including having a steady growth in their career. However, from the employer’s
perspective, an employee’s job satisfaction is essential if the organization is to obtain the best
results. Employees that are satisfied usually contribute more to an organization, assist in
controlling attrition, and helps in the growth of the firm. Some employees also feel satisfied if
their jobs give them enough amount of time where they can involve in some of their favorite
activities, and their salary should also be enough for their living. Satisfaction or being satisfied

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effects job performance, and if a person is satisfied he/she can achieve greater goals and even
remain free from any sought of health ailments. Thus, employers should maintain an effective
job description if they are to attract the required staff as well as continuously giving
opportunities for the people to learn and grow.
Pros
Among the benefits of job satisfaction is that the work submitted by the employees is of
superior quality because they love what they are doing and the fact that they are willing to take
all the necessary measures to attain the objectives. Individuals that are not satisfied are
unwilling to take the extra mile to empress their employer but rather, they are contented doing
the bare minimum of tasks allocated to them. Good work gives the employee increase
recognition.
With job satisfaction, an employee remains eager to take additional responsibilities and
develops a positive attitude towards work. Employees’ eagerness assist them to acquire
knowledge on new interesting kinds of stuff, and assists in the organization’s growth.
Nonetheless, job satisfaction ensures that the employees perform tasks to the best of their
abilities (Kian Yusoff & Rajah, 2014). Individuals that are identified to be performing their duties
with diligence are able to bag promotions. However, staff that does not have job satisfaction
rarely get promotions since they do not have positivity or a driving force.

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Cons
Regardless that job satisfaction is important for an employee because it helps them
have a better professional life, among the disadvantages of job satisfaction, is that employees
become content with what they do, thus making them unable to leave their comfort zone. The
staff ends up only accepting the tasks that they have been doing since joining the organization
and they become unwilling to try new things. In addition, employees that have immense
satisfaction are unwilling to challenge themselves with daunting tasks. The reason behind this is
that the staff are afraid that once they start challenging themselves, the job will not remain as
satisfying as before.
The Link between Expectancy Theory and Job Satisfaction
Extrinsic motivation refers to the importance that is associated with external rewards
that comprise of bonuses and promotions, including the threats of dismissal or wage cuts. In
the case of an organization, incentive contracts that aim at encouraging extrinsic motivation are
considered dispensable. In a similar manner, expectancy theory is of the opinion that
associating incentives with performances motivates the staff to enhance their efforts and
improve on performance (Canrinus, et al., 2012). However, intrinsic motivation entails aspects
such as performing work for its own cause is helpful in dispensing psychological benefits of self-
actualization, accomplishment, well-being, self-sustaining, and improving responsibility. The
philosophy associated with linking pay-for-performance suggests that the performance is linked
to pay which is enabled by setting targets, then rewarding employees after they meet the
targets.

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According to expectancy theory, the pay-for-performance system directly affects job
satisfaction. Supporting the expectancy theory’s view on job satisfaction, researches carried out
on motivation and job satisfaction have identified that there exists a close interconnection
between pay and performance, and that job satisfaction is enhanced once there is an increase
in work motivation. Also, there is an association between extrinsic motivation and job
satisfaction. With the dominant argument being that there is a positive link between job
satisfaction and extrinsic motivation, intrinsic satisfaction can also increase due to work
improvement initiatives that have improved work self-esteem (Barba-Sánchez & Atienza-
Sahuquillo, 2017). With the enhancement of the staff’s amusement with their job, the intrinsic
rewards are likely to compromise extrinsic motivation. Supportive work environments that seek
to encourage intrinsic motivation are likely to improve job satisfaction, thus increased
performance. Linking pay-for-performance systems with the individual as well as organizational
performance ensures that the staff feels their work is valued. Hence, this enhances job
satisfaction owing to the fact that the employees are willing to accomplish high-order needs.
An employee’s attitude has a direct influence on work performance as well as affecting
their morale. In general, employees that have got good attitudes are associated with strong
performances while staff with poor attitudes express less-than-superior performance. As such,
it is the duty of the managers to monitor the attitudes of their staff, including addressing such
attitudes. Such types of attitudes that impact on employee performance include having an
infectious enthusiasm regarding life, being committed to the job, having innovative ideas and
identifying new means of solving problems, helping other employees, along with building
respect for other people in the workplace.

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Conclusion
According to Expectancy, people are persuaded to accomplish something because they
believe that their actions will result in the desired outcome. The expectancy theory believes
that work inspiration is reliant upon the apparent relationship between performance and the
outcome and people alter their conduct depending on their computation of foreseen results.
The theory is applicable to an organization during the hiring and recruitment process. If the
expectancy theory is effectively applied in an organization, it makes sure that employees are
willingly and happily involved in projects since employers have planned participation on the
basis of performing and getting rewarded. However, the limitation of this theory is that it does
not work without the active participation of the managers because the theory creates the
assumption that all the components are known. Job satisfaction, on the other hand, indicates
the level of employees’ self-motivation, satisfaction, and content with their job. Job satisfaction
ensures that the work submitted by the employees is of superior quality and employees remain
eager to take additional responsibilities and develop a positive attitude towards work.
Expectancy theory is linked to job satisfaction, and according to the theory, associating
incentives with performances motivates the staff to enhance their efforts and improve on
performance.

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References
Barba-Sánchez, V., & Atienza-Sahuquillo, C. (2017). Entrepreneurial motivation and self-
employment: evidence from expectancy theory. International Entrepreneurship and
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efficacy, job satisfaction, motivation and commitment: exploring the relationships
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education, 27(1), 115-132.
Cho, Y. J., & Perry, J. L. (2012). Intrinsic motivation and employee attitudes: Role of managerial
trustworthiness, goal directedness, and extrinsic reward expectancy. Review of Public
Personnel Administration, 32(4), 382-406.
Estes, B., & Polnick, B. (2012). Examining motivation theory in higher education: An
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Nasri, W., & Charfeddine, L. (2012). Motivating salespeople to contribute to marketing
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Renko, M., Kroeck, K. G., & Bullough, A. (2012). Expectancy theory and nascent
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