Expectancy Theory in Work and Motivation - Literature review Example

Client inserts his/her name Client inserts tutor’s name Name of Institution Course title Date of submission Organizational behavior Introduction According to Robbins (2009), organization behavior entails close observation of individuals and their behavioral aspects and actions within an organization, in the workplace context and setting. It involves the consideration of human sociology, psychology, communication patterns and management policies and how these elements harmonize the organization theories and human resource management. Organizational behavior combines individual and group aspects in an organizational set up. Generally, it observes strategic management in regards to how organizations adapt to structures and guidelines that control them. The main aspect of organizational behavior is the need to control, predict and explain all activities in the organization as described by Robbins (2009). This entails the ethics of managing worker’s behavior to enhance organizational performance. It also targets individual and group performance, satisfaction and loyalty towards the organization’s mission and vision. Workers are known to have complex personalities made up of various attitudes, beliefs and needs and they should be motivated and well managed in order to produce the best performance (Robbins, 2009). The importance of motivating employees who survive a layoff Employee layoffs bring numerous changes in the organization workplace set-up. These changes create issues that impact the capability of individual employees to manage change and continue functioning productively within the new environment. It is very significant for managers to recognize the fact that survivors may not be able to perform in the same capacity as before due to intense changes. They therefore need to be motivated as an integral recovery process in the organization (Wahba & House, 1974). Employee layoffs lead to job insecurity and mistrust upon the survivors who remain in the job after a certain group has been downsized. Job security should be guaranteed such that employees can survive in that environment which is full of fear, anger, mistrust and insecurity. It is very important for the employers to invest more on the people who remain such that productivity is fueled and morale is boosted. This could help reduce damage to the trust that existed before the layoff by aiding the workers to recover well from the loss (Jones and George, 2004). According to Macey & Schneider (2008) motivating employees who survive a layoff is vital since these group of workers need to be reassured about their value to the employer. They need to be assured that they are effective and contribute invaluably to the work environment. Security of the job is significant and employees need to be reassured about their future. The survivors may be anxious about the criteria used to choose the workers who go through the downsizing hence need to be motivated. Nevertheless, survivors may feel like victims on the receiving end in regards to the work load left for them after the layoff, the fact that they should have new skills for different jobs and that higher order and broader responsibilities will be upon them. Depending on the circumstances in their lives, this may be difficult to cope with hence need to be motivated by streamlining the current work to suit employee capacity. This will cut off the fears and worries that wrap up a layoff (Kreitner and Kinicki, 2004) To what extent is Conaty’s advice consistent with equity and expectancy theory? Conaty’s advice is relevant to the expectancy theory of motivation since it emphasizes the position of the human resource in enhancing employee satisfaction. In that regard, performance is associated with rewards and that the value attached to specific rewards triggers performance (Wahba & House, 1974). Therefore, it does not matter how many incentives an employer subjects the employees to, but the valence matched to such a reward. Nevertheless, performance is directly linked to rewards, thus giving employees what they perceive as the best incentive will ensure that they work according to the organization’s expectations. This is basically a human resource function as linked to Conaty. Through effective human resource management and leadership strategies, performance can be improved through training confidence building and coaching (Shirom, 2003). On the other hand, Conaty’s human resource advice engulfs the whole idea of ethics in leadership. The value of employees should be upheld through the actions taken by the human resource department regarding certain situations. He insists that difficult economic situations call for realistic goals. This is in line with Adam’s equity theory of motivation which expresses the importance of fairness and justice in an organization. The workplace should be characterized by equal pay for equal work done. This human resource function entails the fact that workers need to be salaried according to the work done. Nobody should feel sidelined than the other in terms of salaries or incentives (Kreitner and Kinicki, 2004, p.290). Recognition as a way of motivating layoff survivors After reorganization in a company, employees need to be recognized as a way of creating a rapport between the manager and themselves (Jones and George, 2004). It is important to make the employees feel their value to the company and the reason why they survived the lay off. The manager should make them realize their value in regards to the well being of the company. After downsizing, surviving employees need to be given their charge. The employees need to be recognized such that they know they have what it takes to be in the new business model and that they have the capacity to succeed in the new set up. In regards to the expectancy theory of motivation, employees need to be satisfied with their level of success contribution to the company. This is possible through the level of recognition exhibited by the organization managers towards them (Wahba & House, 1974). Recognition is significant in the essence of communication between the employer and the survivors. The more information shared with the employees during the difficult times make them feel that the employer is concerned about their future. It also makes them get the glimpse that they are important to the organization at large: its future and success (Macey & Schneider, 2008). Papa (2008) argues that informal communication network is always in motion and may be a force of bad or good influence. This depends on the problem solving procedure used to handle it and its content about the company. Freedom of speech and expression should be encouraged through healthy open forums which may allow the workers to freely air their grievances and sentiments regarding the layoff and its aftermath. In reference to expectancy theory, the employees will definitely become more involved in making the future and success of the organization better due to the acknowledgments by the employer. This can also help revive the kind of trust that once existed between the employees and the management. Recognition makes workers fill part and parcel of an organization especially in the decision making aspect after a layoff crisis, which is highly valued. According to Papa (2008), in a diverse and democratic society, engagement and enlightenment changes opinions held by individuals, thus creating harmony throughout the management hierarchy. That is, employees will not feel ignored and hence work productively (Shirom, 2003). Fun in the work environment after a layoff Organizations that have just conducted a lay off are often places enfolded with fear and anxiety that can impact productivity a great deal. People waste a lot of time in gossiping and rumors which may affect the team spirit that existed among workers before the lay off. Moreover, due to disrupted attachments and work related habits, survivors are usually disturbed after the layoff. Therefore, a caring environment needs to be created in the workplace such that workers who remain recover from the event. Anxiety and stress can be reduced through fun event in the workplace to make workers stay positive, focused and buoyant (Herbert, 1976). The survivors need to gain back fun and motivation into the workplace following layoffs. Employers should offer, for instance, outdoor parties. These activities are significant because they will help rebuild the trust that existed before and also make the workers feel safe to open up and express their emotions regarding the layoff and the organization as a whole. The emotions need not to be suppressed since they may become dangerous and issues such as mistrust and resentment should be openly addressed. Fun activities in the work place will recreate the bond and trust between co-workers and the management which will definitely enhance productivity (Jones and George, 2004). Herbert (1976) argues that fun in the work environment after a layoff is a good way of attempting to recreate the daily work patterns. Without the fun environment, much time may be spent reviewing the layoff situation. So, the sooner the recreation and healing procedure begins, the better the emotional being of the survivors becomes. Fun in the work place is a unique idea which serves as a linkage between the organization and its workers. Feelings of physical and team strength are likely to be restored as well as cognitive liveliness. The emotional energy rebuild ties the employees directly to their jobs and the workplace as argued by Shirom (2003). Nevertheless, employees who are engaged are likely to exhibit positive behaviors such as citizenship to the organization, initiative, which may serve as redirected goals and aims of the organization as indicated by Macey & Schneider (2008). Conclusion Motivation after a layoff is very significant for an organization to maintain its productivity levels. Output and Innovation are usually high in an organization which manages its employees well because individuals are normally self-energized, responsible and creative (Cummings & Worley, 2005). References Cummings, G. & Worley, G. 2005, Organization Development and Change, 8th Ed., Thomson South-Western, USA Herbert, T. 1976, Organizational Behavior: Readings and Cases (pp. 344–345). New York: Macmillan. Jones, G. and George, J. 2004, Essentials of Contemporary Management, Sydney: McGraw-Hill. Kreitner, R. and Kinicki, A. 2004, 6th ed. Organizational Behavior, Sydney: McGraw-Hill. Macey, W. & Schneider, B. 2008, the meaning of Employee Engagement. Industrial and Organizational Psychology: Perspectives on Science and Practice. Shirom, A. 2003, Feeling vigorous at work? The construct of vigor and the study of positive Affect in organizations. In D. Ganster & P.L. Perrewe (Eds), Research in Organizational Stress and Well-being (Vol. 3, pp. 135–65). Greenwich, CN: JAI Press. Papa, M. 2008, Organizational Communication Perspectives and Trends (4th Ed.). Sage Publications. Robbins, P. 2009, Organizational behavior: global and Southern African perspectives. Cape Town, Pearson Education South Africa. Wahba, M. & House, R. 1974, Expectancy Theory in Work and Motivation: Some Logical and Methodological Issues. Human Relations, 27, 121–147. Read More