According to the Oxford dictionary, motivation is defined as “one or more reasons for acting or behaving in a particular way and the desire or willingness to do something. “An example of motivation for me is getting up early in the morning to take two buses for a two-hour journey to get to university on time. The reasons underlying motivation can be biological, emotional, social and conscious (Emotion and Motivation-ncert). Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”? Get an original essay Managers often view motivation as psychological forces that determine the direction of a person's behavior in an organization, their level of effort and level of motivation. perseverance in the face of obstacles. Managers look for ways to improve productivity and quality of work. There are many different theories used by managers to motivate their employees. Motivational theories have been grouped into three main categories by considering different approaches as follows: content theories, process theories and influence theories. In this essay I will discuss: expectancy theory (Vroom 1964) and equity theory (Adam 1965). Expectancy Theory Victor Vroom developed a cognitive theory that has three key elements: expectancy, instrumentality and valence. A person is motivated to the extent that he or she believes that (a) effort will lead to acceptable performance (expectancy), (b) performance will be rewarded (instrumentality), and (c) the value of the rewards is highly positive (valence ). (Vroom, 1964) Vroom's theory states that “the choices a person makes among alternative courses of action are legally linked to psychological events occurring simultaneously with the behavior” (Vroom, 1964). The greater the valence of an outcome, the more likely the person is to choose to exert effort to act (Work Motivation, Gary P. Latham p48). Vroom suggests that motivation, expectancy, instrumentality and valence are related to each other by the equation: M = E * I * V (Motivation = Expectancy * Instrumentality * Valence). The multiplier effect in the equation is significant because it means that higher motivation levels will appear when expectancies, instrumentality, and valence are all high rather than when they are all low. If any of the three factors is zero, it means that the motivation level is zero. Therefore, even if an employee believes that his or her efforts will result in performance, which will result in a reward, motivation will be zero if the valence of the reward he or she expects to receive is zero (Lunenburg, 2011). Expectancy theory is not complete and comprehensive. . All theories of motivation suffer from this limitation. Not all employees may have the time, will, favorable situation, resources, or even the adequate ability to calculate motivation in the way that this theory assumes. Additionally, managers may also lack one or more of the above parameters to make a decision on what motivates a particular employee. Some critics suggest that its usefulness is limited and is most valuable when individuals clearly perceive the effort-reward connection among the three. (Robbins Stephan and Judge Timothy) Experts have also suggested that reliable measures of valence, expectancy, and instrumentality need to be developed. (Newstrom John W, Davis Keith) The second process theory I will analyze isequity theory (Adams, 1963, 1965) which states that people evaluate sources of information in terms of personal relevance, using other similar sources for comparison (Gary P. Latham). .2007). In short, the theory says that people examine how their “outputs” and “inputs” relate to those of another comparison person. There is a balance to be struck between an employee's inputs (hard work, skill level, acceptance, enthusiasm and personal sacrifice) and an employee's outcomes (salary, benefits, intangibles such as recognition ). However, equity theory states that unequal ratios produce tension within the person. This tension will lead to dissatisfaction, anger and guilt. People will feel angry and dissatisfied when they receive less of what they expected compared to what they brought in, and they will also feel guilty if they receive more than their value. (Adam 1965) The methods of resolving inequalities constitute the weakest part of the theory (Robert Pritchard 1969). Although the theory predicts behavior under underpayment conditions, it does not predict overpayment conditions and does not account for the impact of individual differences on fairness. In conclusion, expectancy theory and equity theory are two motivation process theories based on how people choose to work. hard or not. The type of choice is based on: Individual preference. Available rewards and (. Possible work outcomes. Expectancy theory holds that individuals seek to maximize their positive outcomes. In contrast, equity theory posits that individuals seek to balance their inputs and outcomes. (Vecchio, 1981). Managers find themselves juggling job satisfaction, motivation and performance while trying to adapt to new cultural demands linked to globalization. a culture conducive to high morale and effectiveness in their evolving organizations According to Adams (1965), managers must consider that employees will make situational comparisons between themselves and their colleagues. understand that even if they don't treat every employee the same, they should treat them fairly Expectancy theory shows a strong connection between rewards and the amount of work required. to do to get the reward. Managers will be better able to predict performance and employees will know their position at all times within the organization if standards are set and expectations are met consistently. Reflection When I started this research on different theories of motivation, I didn't really know which two theories I wanted to do. As it was my first attempt that I did as a third level student, I was motivated to try and do my best. to complete the mission. After much research, I narrowed it down to Vroom's Expectancy Theory and Adam's Equity Theory because they best represent my knowledge of motivation and how I will apply it to my university experience. I believe that by completing a task or achieving the necessary performance, I am presented with expectations. For example, my expectations of succeeding on a particular mission are high. I defined my task and the objectives of what I want to achieve. By doing this, it results in the achievement of the desired results, instrumentality. For example, students are willing to put in the necessary effort, time and energy because by taking action,.