BUSI 3310 Lecture Notes - Lecture 29: Expectancy Theory, Job Satisfaction
13 Mar 2018
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Document Summary
Provided moderately favourable support for expectancy theory. There is especially good evidence that the valence of first-level outcomes depends on the extent to which they lead to favourable second-level consequences. Experts in motivation generally accept expectancy theory. Managerial implications of expectancy theory involve juggling the numbers that individuals attach to expectancies, instrumentalities, & valences. Appreciate diverse needs who appear to be interested in such work: managers should analyze the diverse preferences of particular employees and attempt to design individualized motivational packages to meet their needs. States that motivation stems from a comparison of the inputs one invests in a job and the outcomes on receives in comparison with the inputs & outcomes of another person or group. Workers compare their own job inputs & outcomes with those of other individuals or groups. Equity or fair exchange contributes to job satisfaction. Inequity leads to the experience of job dissatisfaction.
