Expectancy Theory a Questionnaire Was Research Paper

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g., they need self-confidence); B2 only works if the employee really fundamentally trusts that "their performance will lead to expected outcomes"; and B3 is successful only if the outcomes truly will satisfy her or him (Green, p. 3-4).

Has the expectancy theory been supported by the research?

Certainly there is a great deal of research that has gone into the expectancy theory and the research available for this paper reveals the theory is seen as believable and is well-supported. For example, Andrew J. DuBrin, Professor of Management in the College of Business at the Rochester Institute of Technology, writes in his book that thanks to the expectancy theory employers have at their disposal several courses of action vis-a-vis getting employees motivated. The theory "helps pinpoint what a manager must do to motivate group members and diagnose motivational problems," the professor asserts (DuBrin, 2008, p. 392). With the expectancy theory at work, "individual differences among employees must be taken into account," he writes.

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Also, the rewards that are offered as motivation "should be closely tied to those actions the organization sees as worthwhile," he warns, albeit that should be very obvious to managers. After all, why offer an employee something very cool and enviable if it doesn't directly relate to the mission of the company? He gives a good example that The Home Depot offers to motivate their employees -- a check for $2,000 for "exceptional customer service" (392).

DuBrin further posits that if employees are not given "the appropriate training and encouragement" in the first place they are not going to be in a position to take advantage of any motivational incentives later during their employment years. And moreover, for the expectancy theory to provide the outcome desired, employees should be "…presented with credible evidence that good performance does lead to anticipated rewards" (392).

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