Criticism Of The Expectancy Theory

Valence is one behavioral alternative, where the decision is measured on the value of the reward. The model below shows the direction of motivation, when behavior is energized.

Motivational Force (MF) = Expectancy x Instrumentality x Valence

When deciding among behavioral options, individuals select the option with the greatest amount of motivational force (MF) Expectancy and instrumentality are attitudes (cognitions), whereas valence is rooted in an individual 's value system.

Examples of valued outcomes in the workplace include, pay increases and bonuses, promotions, time off, new assignments, recognition, etc. If management can effectively determine what their employee values, this will allow the manager to motivate employees in order to

Criticism of the Expectancy Theory

The Expectancy Theory is not free from criticism. This criticism includes the following:

• Utilizing the ideas in the Expectancy Theory directly has proved to be difficult (Miner, 2005). The ideas are not easy to understand, or to apply (Mullins, 2005). Thus, the theory has much less value in practice than some of the other theories

. • The Expectancy Theory is not concerned with individual and country or cultural differences. However, people in developed countries tend to be more goal oriented than people in less developed cultures. In addition, individuals in developed countries believe they can influence their successes (Griffin & Moorhead, 2010). • The Expectancy Theory assumes that individuals make conscious decisions at the start of their effort. But it has been proved that individuals make decisions after performing their activities and try to rationalize their decisions later on (Aswathappa, 2005).27

In spite of the above-mentioned criticisms, the Theory has tremendous potential for contributing useful applications, as also stated by Miner

At least two definitions of job satisfaction have arisen from this theory. The first proposed by Porter and Lawler (1968) focuses on equity in the comparison and defines job satisfaction as the degree that rewards received on the job meet or exceed the worker’s perception of what the equitable reward level should be. This model starts with the premises that

a) Motivation (effort or force) does not equal satisfaction and performance. Motivation, satisfaction and performance are all separate variables and related in different ways.

b) Effort (force or motivation) does not directly lead to performance. It is mediated by abilities / traits and role perceptions and

c) Rewards that follow and how these are perceived will determine satisfaction. In other words, Porter and Lawler model suggest that performance leads to satisfaction. Efforts, performance, rewards, and satisfaction are major variables in the