There is an old saying that you can take a horse to the water but you cannot force it to drink it; it will only drink if it is thirsty. Similarly, an organization cannot force employees into tasks that they are not interested in. The employees need motivation to perform tasks. Motivation is a process to stimulate people to action to accomplish desired goals (Li, no date). There are various theories that explain motivation. One of them is Vroom’s Expectancy Theory.
Expectancy, instrumentality and valence are the key concepts explained in this theory. Expectancy is the belief that increased effort will lead to increased performance. Instrumentality is based on the premise that if one performs well, a valued outcome will be received. Valence is the importance that an individual places on the expected outcome (Arrod.co.uk, no date). Thus, this theory rests on the associations people make towards expected outcomes and the contribution they feel they can make towards those outcomes. (Arrod.co.uk, no date).
In this case, the manager can do a number of things to motivate the engineer. Following are just few of them:
• Provide feedback;
• Provide praise and recognition;
• Delegate tasks and projects; and
• Listen actively and deeply
When employees are provided with challenge, control, cooperation and recognition in the workplace, they are intrinsically motivated. On the other hand, extrinsic motivation, i.e. when employees are made to perform tasks, is not healthy for the organization. Extrinsic motivation can result in diminishing returns for the organization apart from hurting intrinsic motivation (George & Jones, 2008).
Employees are the lifeblood the organization and therefore, to ensure that the organization meets its goals and objectives, it is imperative to keep the employees motivated to perform the tasks efficiently and effectively. Motivation can directly impact output in an organization.
Arrod.co.uk (no date). Expectancy...