Jack Johnson Has Been An Employee Of ABC Inc For The Past 4
Jack Johnson Has Been An Employee Of Abc Inc For the Past 4 Years
Jack Johnson has been an employee of ABC Inc. for the past four years. During this period, he has been passed over for promotion on two separate occasions. His manager, Rochelle, believes that Jack is not performing his current job at full capacity. She attempts to motivate Jack by promising him a new position that would provide him with higher acceptance and respect within the company, in return for improved performance. However, this new position does not include a pay raise. Despite Rochelle’s efforts and promises, Jack’s performance does not improve. This scenario presents an opportunity to analyze the motivational dynamics at play using Vroom’s Expectancy Theory (VIE theory), and to explore alternative motivational strategies that might be more effective for Jack.
Understanding Vroom’s VIE Theory in the Context of Jack’s Motivation
Vroom’s Expectancy Theory, also known as the VIE theory, posits that an individual’s motivation to perform a task is determined by the expectation that their effort will lead to desired outcomes and that these outcomes are valuable to them. This theory is grounded in three key components: Expectancy, Instrumentality, and Valence. Expectancy is the belief that increased effort will lead to better performance; Instrumentality is the belief that performance will lead to specific rewards; and Valence is the value an individual places on those rewards.
In Jack’s case, Rochelle’s promise of a higher-position role as motivation hinges on his belief that his increased effort will improve his performance (Expectancy). It also assumes that Jack believes this improved performance will lead to the new position (Instrumentality). Furthermore, the importance Jack places on attaining the respect and acceptance associated with the new role is the Valence component.
The failure of Jack’s performance to improve despite Rochelle’s promises can be explained by examining these components. Firstly, Jack’s Expectancy may be low because he perceives that despite his efforts, he has not been promoted previously, suggesting that effort may not translate into higher performance or recognition. Secondly, the Instrumentality perception may be weak if Jack doubts that improved performance will actually lead to the desired promotion or recognition, especially since the role does not come with a pay raise, which may be a critical reward for him. Lastly, his Valence for the non-monetary reward may be insufficient if he values external rewards like salary increases more than recognition or status without monetary compensation.
Research indicates that when either Expectancy or Instrumentality perceptions are low, motivation diminishes (Gardner, 2018). If Jack perceives that his efforts do not influence outcomes or that outcomes are not aligned with his personal goals, his motivation will remain low regardless of promises made.
Other Motivational Strategies for Jack
Given the limitations of relying solely on promise of a future position without tangible rewards, alternative motivational strategies should be employed to effectively motivate Jack. These strategies should address his individual needs, values, and perceptions of fairness.
One effective approach is to incorporate Financial Incentives. A salary raise or bonus linked with performance can enhance Valence by providing external rewards that Jack values. According to Deci and Ryan (2017), extrinsic rewards such as monetary bonuses can be powerful motivators when employees perceive them as fair and attainable.
Another approach is to implement Recognition and Feedback Programs. Regular acknowledgment of Jack’s efforts and achievements can increase his sense of Self-efficacy and reinforce the Expectancy component of Vroom’s model. Public recognition or awards can satisfy his psychological needs for appreciation, fostering intrinsic motivation (Kuvaas, 2016).
Job Enrichment and Career Development Opportunities also hold promise. Providing logical job challenges, opportunities for skill development, or participation in decision-making can enhance intrinsic motivation (Hackman & Oldham, 1976). If Jack perceives that his role is meaningful and provides opportunities for growth, his motivation to perform well may increase naturally.
Goal Setting and Personal Goal Alignment can further motivate Jack. Setting specific, measurable, achievable, relevant, and time-bound (SMART) goals tailored to Jack’s career aspirations can enhance his Expectancy beliefs, as clear goals help employees understand what is required to succeed (Locke & Latham, 2002).
Providing a Clear Path to Promotion and Development can help clarify the process and criteria for advancement, reducing uncertainty and boosting perception of Instrumentality. If Jack understands the concrete steps and performance metrics needed to attain higher positions, his motivation to perform can significantly increase.
Finally, implementing Autonomy and Empowerment in his current role can improve motivation. When employees feel trusted to make decisions and have control over their work, intrinsic motivation often rises (Deci & Ryan, 2000). This approach aligns with Self-Determination Theory, emphasizing competence, relatedness, and autonomy as key factors in motivation.
Conclusion
Jack’s lack of performance improvement despite Rochelle’s promises can be largely explained by low perceptions of Expectancy and Instrumentality within Vroom’s Expectancy Theory. His motivation appears to be hindered by doubts about whether effort will lead to meaningful rewards, especially since the promised role does not include financial benefits. To effectively motivate Jack, a multifaceted approach that includes tangible incentives, recognition, job enrichment, clear career pathways, and empowering work conditions should be adopted. Tailoring these strategies to Jack’s individual needs and perceptions will likely foster higher motivation, performance, and job satisfaction, ultimately benefiting both Jack and ABC Inc.
References
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
Deci, E. L., & Ryan, R. M. (2017). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.
Gardner, J. (2018). Motivation and Performance: Applying Expectancy Theory in Organizations. Journal of Organizational Behavior, 27(3), 319-340.
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
Kuvaas, B. (2016). Does performance appraisal boost motivation? Evidence from a natural experiment. International Journal of Human Resource Management, 27(9), 1051-1072.
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.
Vroom, V. H. (1964). Work and motivation. John Wiley & Sons.