Abstract A model that integrates several different motivational theories and previous control theory models is presented as a possible metatheory to focus future theoretical and empirical efforts. The proposed model is dynamic, parsimonious, and focuses on self-regulation and the underlying cognitive mechanisms of motivation. In explicating this model, numerous hypotheses are derived regarding (a) the nature of goals and feedback; (b) cognitive, behavioral, and affective reactions to goals and feedback; and (c) the role of attributions, expectancies, and goal hierarchies in determining those reactions. Show Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. ...assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Victor Vroom suggested that the relationship between people's behavior at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee's performance is based on individuals factors such as personality, skills, knowledge, experience and abilities. The theory suggests that although individuals may have different sets of goals, they can be motivated if they believe that:
The theory is based upon the following beliefs: ValenceValence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management must discover what employees value. ExpectancyEmployees have different expectations and levels of confidence about what they are capable of doing. Management must discover what resources, training, or supervision employees need. InstrumentalityThe perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management must ensure that promises of rewards are fulfilled and that employees are aware of that. Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically to create a motivational force such that the employee acts in ways that bring pleasure and avoid pain. References
Find us on Which of the following is a key component of expectancy theory?Expectancy theory has three components: expectancy, instrumentality, and valence. Expectancy is the individual's belief that effort will lead to the intended performance goals.
Which of the following are the two ways to make the behavioral response less likely to recur?There are three ways to make a response more likely to recur: positive reinforcement, negative reinforcement, and avoidance learning. In addition, there are two ways to make the response less likely to recur: nonreinforcement and punishment.
What does the expectancy theory explain about employees quizlet?The expectancy theory of motivation states that people naturally direct their effort toward behaviors they believe are most likely to lead to desired outcomes. Feedback: Expectancy theory states that work effort is directed toward behaviors that people believe will lead to desired outcomes.
What type of motivation theory is expectancy theory quizlet?Expectancy theory (or expectancy theory of motivation) proposes that an individual will behave or act in a certain way because they are motivated to select a specific behavior over others due to what they expect the result of that selected behavior will be. You just studied 5 terms!
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The attractiveness of an alternative target or direction in expectancy theory is based on:
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