The Expectancy Theory
The Expectancy Theory
The Expectancy Theory can be used to drive success with the combination that hard work leads to good results. It establishes the relationship between effort and outcome, which can be tailored to enhance motivation, good results and, ultimately, rewards or incentives.
The following steps can be adopted to create a motivating team, addressing the environment in the workplace.
The 4 steps
Step 1: Check your beliefs and assumptions
Remember that individuals are motivated in different ways, and tackling your preconceived notions can help you to better understand what makes them tick.
Management style influences what you believe about your people. Social psychologist Douglas McGregor (businessballs.com) proposed the ‘X-Y’ theory, which sets out two fundamental approaches to leading people, depending on whether you believe they dislike work and need to be coerced to perform (theory X) or are self-directed and perform best working collaboratively and taking responsibility (theory Y).
Managers with a theory X approach generally get poor results, whereas managers who apply theory Y produce better performance and results, as people are allowed to grow and develop in their teams.
Step 2: Tackle job dissatisfaction
In the 1950s, Frederick Herzberg researched employee motivation and identified a number of distinct factors behind job satisfaction and dissatisfaction. The factors determining job dissatisfaction should be eliminated where possible, and those that improve morale encouraged. This theory is called the ‘Motivation Hygiene’ theory.
Causes of dissatisfaction which may need to be addressed before motivating individuals can include restrictive company policies, intense and unnecessary supervision, or lack of job security, for example.
Conversely, job satisfaction can arise from increased responsibility, the provision of development or training, having purposeful work and having clear opportunities for promotion.
Step 3: Adopt a personalised approach
As each individual will be motivated differently due to their personalities, circumstances and previous experience, different motivating factors need to be taken into account to help individuals’ motivation.
Tools and strategies exist to help motivate individuals and these can be useful. These methods need to be tailored to meet their specific needs, so several tools and strategies may be needed.
Theories relating to motivation:
- Maslow’s Hierarchy of Needs established that people satisfy different levels of need. It identifies five needs, ranging from simpler ones like food and the need for self-actualisation (where the individual needs development, creativity or growth). The theory states that basic needs must be addressed first prior to addressing more complex ones. When this approached is used effectively, individuals see themselves growing and understand that their role is worthwhile.
- The Human Motivation Theory by McClelland identifies three drivers: the needs for achievement, affiliation and power. An individual will have one dominant driver and if you motivate and lead this individual taking into account the dominant driver, good results will be achieved.
- The Pygmalion Effect is used to encourage individuals to succeed through positive communication and reinforcement. By encouraging performance, employees feel valued and their confidence builds, encouraging them to succeed.
Step 4: Be a transformational leader
As a transformational leader, an attractive and inspiring vision needs to be portrayed for a bright and meaningful future. Employees must believe in the vision so that you can deliver and manage it, ensuring trust is built within the team. An inspirational leader can motivate a team to deliver the objectives.
Effective leadership is essential to motivate the team and encourage them to achieve expectations and go above and beyond. Encouraging loyalty and trust with inspiration, in addition to providing support and recognition, will enable the team to achieve.
Case study: Incentivising the team
A newly qualified pharmacist has recently started as a pharmacy manager in the pharmacy where they completed their pre‑registration year...
Having lots of experienced staff was one of the reasons the pharmacist decided to take on the role, but after two months, morale in the pharmacy feels very low. This surprises the pharmacist as it was very different when she was a pre-registration graduate there.
The pharmacist discusses with the owner whether an incentive scheme could be introduced to motivate the staff. Her proposal outlines a monetary reward for individuals based on sales. She believes this will please the staff and make them work well as a team.
The owner has not needed to incentivise his staff in this way before. He soon realises the issue relates to the new pharmacist not fully trusting and thus trying to micro-manage a team of experienced staff. He liaises with the pharmacist, and provides reassurance. She welcomes the suggestion to hold a team lunch to get communication going and build team spirit. A successful lunch takes place the following month and results in more collaborative working.
Pause to reflect
Take time to consider whether you have motivated individuals at work by addressing the following questions:
- Do you think your team members are happy at work?
- Do they require constant supervision, or are they being micro-managed?
- Would any team members like greater responsibility?
- Would they like more freedom than they currently have?