Expectancy theory maintains that people will make an effort to achieve a standard of performance if they perceive that it will be rewarded by a desirable outcome (Wilson, 1999), giving more effort will result in better performance, these probable organizational rewards are valued by the employee, and better job performance will result to organizational rewards which includes an increase in benefits or salary.
Desirable outcome is essentially a product of individual circumstances and perceptions and is therefore a subject to change. According to Wilson, at one time, lifelong employment and security of tenure at an equitable level of remuneration may have been the driving force for many employees.
Those who have suffered the effect s of downsizing and redundancy are now likely to view the world in different manner, where jobs offering short term and reasonably remunerated employment prospects are more attractive than no job at all, and similarly, those in employment and those seeking employment are likely to have a positive view of work offering the prospect of development of differentiated and transferrable skills, as an investment in their future employability (Wilson, 1999).
If one of the managers will say that he doesn’t have time for this theory stuff and he wants real-world training that will help him in his job, I will tell him first that, outsourcing, downsizing, delayering, and casualisation of jobs are all fashionable but these trends affect employees’ explicit or implicit relationships with their employer, and similarly, reduced career oppurtunities, shorter tenure, the need for transferrable skills to assist employability, and increased used of fixed term contracts weaken the traditional ties of loyalty to their company’s destiny psychologically as well as formally (Wilson, 1999).
I will tell him that he should do anything which will encourage his employees to trust their organization or company because it is important to earn employees’ trust and loyalty to the company to achieve better productivity.