Discussion Question: Jack Johnson Has Been An Employee Of AB

Discussion Questionjack Johnson Has Been An Employee Of Abc Inc For T

Discussion Question Jack Johnson has been an employee of ABC Inc. for the past 4 years. During that time, he has been passed over for promotion twice. Rochelle, Jack's manager, believes Jack is not performing his current job at full capacity. She attempts to motivate Jack by promising that, in return for improved performance, Jack will receive a new position that offers higher acceptance and respect within ABC Inc; however, the position does not include a pay raise. Despite Rochelle's offer, Jack's performance does not improve. Using Vroom's VIE theory, discuss why Jack's performance did not improve. Additionally, discuss other motivational strategies that could be used to motivate Jack.

Paper For Above instruction

Vroom’s Expectancy Theory of Motivation offers a comprehensive framework to analyze why Jack Johnson’s performance did not improve despite Rochelle’s promotional offer. Developed by Victor Vroom in 1964, this theory emphasizes the cognitive processes that individuals engage in when making decisions about their behavior, especially in relation to effort and performance (Vroom, 1964). The theory posits that motivation is a product of three variables: Expectancy, Instrumentality, and Valence, often summarized as the VIE model.

Firstly, Expectancy refers to Jack’s belief that his effort will lead to improved performance. If Jack perceives that his effort does not strongly influence his performance outcomes, his motivation to exert effort diminishes (Porter & Lawler, 1968). Evidence from the scenario indicates that Jack’s performance has not improved despite Rochelle’s encouragement, which may suggest that Jack perceives little to no connection between putting in more effort and achieving better results, possibly because he feels past efforts were unrecognized or futile, or because he doubts the effectiveness of his efforts.

Secondly, Instrumentality relates to Jack’s belief that improved performance will lead to desirable rewards, such as the new position Rochelle offered. While Jack might believe that his performance can influence his chances of obtaining the new role, his previous experiences of being passed over for promotions may have diminished his trust in this link. Repeated instances where effort did not result in recognition or advancement can erode the perception of instrumentality (Vroom, 1964). Consequently, Jack might view the promise of a new position—without a pay raise—as insufficient motivation, as he perceives little certainty that effort will be rewarded with tangible benefits.

Lastly, Valence involves the value Jack places on the promised reward. In this case, since the new position does not come with a pay increase, Jack may find the reward less attractive, especially if financial compensation is a significant motivator for him. The absence of a pay raise diminishes the valence or desirability of the reward, which in turn reduces the overall motivation (Deci & Ryan, 1985). If Jack perceives that the reward does not align adequately with his personal needs and goals, his motivation to improve performance wanes.

In light of these variables, Jack’s lack of motivation can be attributed to low expectancy, diminished trust in instrumentality, and insufficient valence. His previous experiences of being overlooked for promotion likely diminish his belief that effort leads to recognition or advancement, especially when the promised reward is perceived as inadequate or insignificant.

To effectively motivate Jack, managers could implement alternative strategies grounded in motivational theories. One approach is to enhance Expectancy by providing clear, achievable goals and feedback that demonstrates how effort directly correlates with performance improvements. Offering skill development opportunities can also increase Jack’s confidence in his abilities, making effort seem more likely to lead to success (Locke & Latham, 2002).

Another strategy involves strengthening Instrumentality by ensuring Jack perceives a reliable link between performance and tangible rewards. This could include formal recognition programs, performance-based bonuses, or promotions that are visibly connected to specific efforts and achievements. Communicating transparent criteria for advancement can reinforce the belief that effort will result in meaningful rewards (Cameron & Pierce, 1994).

Since the current offer lacks a pay raise, increasing Valence could involve providing alternative incentives that Jack values highly. These might include increased responsibilities, opportunities for professional development, flexible work arrangements, or increased autonomy. Recognition and praise can also serve as intrinsic motivators that enhance the perceived value of the reward (Deci & Ryan, 1985).

Additionally, implementing a performance management system that includes regular feedback, goal setting, and personal development plans can help align Jack’s individual goals with organizational objectives, creating a more motivating environment. Building trust and demonstrating genuine concern for his career aspirations can also positively influence his motivation (Herzberg et al., 1959).

In conclusion, Jack’s performance stagnation can be explained by the underperformance of the three components of Vroom’s VIE theory, particularly in terms of low expectancy, diminished instrumentality, and low valence. Effective motivation strategies should address these aspects by improving effort-to-performance expectancy, reinforcing the link between performance and rewards, and offering meaningful incentives aligned with Jack’s personal values. When organizations employ a holistic approach that considers these variables, they are more likely to cultivate motivated employees who are committed to improving their performance and achieving organizational goals.

References

• Cameron, J., & Pierce, W. D. (1994). Rewards and intrinsic motivation: Contemporary issues and perspectives. Cambridge University Press.
• Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. John Wiley & Sons.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year Odyssey. American Psychologist, 57(9), 705–717.
• Porter, L. W., & Lawler III, E. E. (1968). Managerial attitudes and performance. Richard D. Irwin, Inc.
• Vroom, V. H. (1964). Work and motivation. Wiley.