1996
DOI: 10.12930/0271-9517-16.2.11
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Enhancing Faculty Motivation to Advise Students: An Application of Expectancy Theory

Abstract: The need persists for a model that adequately addresses faculty motivations and concerns about involvement in student academic advisement. Recently, some researchers have suggested that a version of expectancy theory may be the necessary model. Expectancy theory states that people are purposeful beings who behave in accordance with their expectations and who believe that their efforts will result in outcomes they value. According to the theory, the amount of effort an individual will exert ultimately depends o… Show more

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Cited by 5 publications
(3 citation statements)
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“…This perception among faculty -that advising is not weighted in tenure decisions -is a consistent finding across research intensive institutions (Dillon & Fisher, 2000) and has resulted in a lack of interest and effort among faculty to advise students (Hancock, 1996). This is an unwelcome outcome given the central role faculty play in student retention (Vogt, 2008).…”
Section: The Current Predicament Of Managing Advising Knolwedge and T...mentioning
confidence: 98%
“…This perception among faculty -that advising is not weighted in tenure decisions -is a consistent finding across research intensive institutions (Dillon & Fisher, 2000) and has resulted in a lack of interest and effort among faculty to advise students (Hancock, 1996). This is an unwelcome outcome given the central role faculty play in student retention (Vogt, 2008).…”
Section: The Current Predicament Of Managing Advising Knolwedge and T...mentioning
confidence: 98%
“…The first instrument, the Advisor Attitude Survey (AAS), was constructed to measure two constructs: advisors' attitude toward developmental placement and types of advising activities practiced. In order to create an instrument with good content validity, current literature on academic advising for underprepared students was reviewed thoroughly (Aune, 2000;Belcheir, 2000;Billings, 2001;Bloom, 2002;Chenault, 1996;Creamer & Creamer, 1994;Crockett, 1985;Culp, 1994;Ender & Wilkie, 2000;Farren & Vowell, 2000;Fielstein, 1994;Frost, 1990Frost, , 1991Gardner, 1995;Garing, 1993;Gordon, 1984;Habley, 1993;Hadden, 1988;Hancock, 1996;Helfgot, 1995;Herndon et al, 1996;Jones et al, 1993;Jones, 1998;Jordan, 2000;Kadar, 2001;King, 1993aKing, , 1993bKing, , 1996King, 2000;Kramer, 2000;Kramer & Spencer, 1989;Laff, 1994;Levitz & Noel, 1989;Lords, 2000;Lowe & Toney, 2000;Marsh, 2000;Morante, 1989Morante, , 2001NACADA, 1997;Onofrio, 1988;Peterson & McDonough, 1985;…”
Section: Description Of the Advisor Attitude Surveymentioning
confidence: 99%
“…This theory assumes that people have goals which they like to achieve and for this reason, they work in organizations (Parijat and Bagga, 2004) or in some other groups or institutions. In other words, ETM views people as purposeful beings who behave in accordance with their expectations that their efforts will result in outcomes they value (Hancock, 1995). In fact, Vroom's theory starts with the idea that people tend to prefer certain goals or outcomes over others (Miner, 2015) and that extrinsic motivators are the causes for individuals to exhibit certain behaviors (Leonard, et.…”
Section: Theoretical and Conceptual Frameworkmentioning
confidence: 99%