Expectancy Theory: Improving Performance

Introduction
A good performer is a person who have a desire to do something better. They often see quality as a priority in the workplace. They also focus on doing a good job to satisfy their clients and customers. They focus on improving their skills and take the lead when it comes time to make decisions. Usually they know what they need to do support their career development and to help the organization. They continue to learn new responsibilities to take the next step in their careers. They are eager to handle challenges that help them learn and grow.
A good performer may have a good networking skills. This is because this type of employees are people-oriented and have a strong relationship-building skills. Good networking skills can help

Expectancy Theory is the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome to the individual. In other words, it can be described as the belief that higher or increased effort will yield better performance. This can be explained by the thinking of " if I work harder than this will be better". There are three variables that include in Expectancy Theory which is:
1. Expectancy or effort-performance linkage: the perceived probability by the individual that exerting a given amount of effort will lead to performance.
2. Instrumentality or performance-reward linkage: the degree to which the individual believes that performing at a particular level will lead to the attainment of the desired outcome.
3. Valence or attractiveness of reward: the importance that the individual places on the potential outcome or reward that can be achieved on the job. This considers the unsatisfied needs of the individual
Specific Part or

This is because expectancy theory is based on the belief that employee effort will lead to performance and performance will lead to rewards, the rewards can be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. On the other hand, the more negative the reward the less likely the employee will be motivated. This Vroom’s theory does not concentrate on needs, but its focuses more on outcomes. In addition, expectancy theory works on perceptions. This means that even if an employer thinks that they have provided everything appropriate for motivation, and even if this works with most people in that organization it doesn’t mean that someone won’t perceive that it doesn’t work for