Exploring Contrasting Formulations of Expectancy Theory*

Baker, Douglas D.; Ravichandran, R.; Randall, Donna M.

doi:10.1111/j.1540-5915.1989.tb01393.x

Cited by 24 publications

(11 citation statements)

References 48 publications

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“…In the current study, survivor typology (Spreitzer & Mishra, 2002), psychology (Deci, 1971;Moller et al, 2006), and stress (Lazarus, 1993) literatures served as the theoretical rationale for our proposed cynicism-job insecurity association. Equally plausible is an inclusion of expectancy theory (Vroom, 1964;Waldman & Spangler, 1989), which describes the process individuals undertake to choose appropriate behaviors when faced with alternatives (Baker, Ravichandran, & Randall, 1989). For example, insecure layoff survivors may find that maximizing their effort may be the best way to secure favorable outcomes, subsequently leading to job continuance.…”

Section: Discussionmentioning

confidence: 99%

The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff

Brandes

Castro

James

et al. 2007

Journal of Leadership & Organizational Studies

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The widespread layoffs of the past 25 years have caused unparalleled levels of distrust and frustration in organizations. Organizational cynicism, which is frequently a manifestation of this pervasive phenomenon, has been shown to affect postlayoff attitudes and behaviors. It is generally assumed that postlayoff cynicism is predictive solely of dysfunctional outcomes. However, there is evidence suggesting that favorable consequences may emerge in some settings. In this exploratory study, the authors examined the postlayoff reactions of managerial employees who survived a corporate downsizing 1 month prior to the onset of the data collection. More specifically, they investigated the interactive effects of organizational cynicism and job insecurity on survivors' inclination to expend work effort. They hypothesized that cynics would report higher levels of work effort when faced with perceived job insecurity than non-cynics. Results provided support for these hypotheses, as work effort increased concurrently with cynicism for those perceiving an insecure work environment. Implication of these results for science and practice, strengths and limitations, and an agenda for future research are provided.

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Section: Discussionmentioning

confidence: 99%

The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff

Brandes

Castro

James

et al. 2007

Journal of Leadership & Organizational Studies

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“…This theory continues to be used in a variety of contexts to provide an explanation of an individual's behavioral intentions (e.g., [4] [21] [36] [47]). Expectancy theory proposes that individuals will exert effort to do those things that are expected to lead to outcomes that they value, or find attractive; the theory has often been referred to as an expectancy-value theory.…”

Section: Expectancy Theorymentioning

confidence: 99%

An Application of Expectancy Theory to Explain a Manager's Intention to Use a Decision Support System

Snead¹,

Harrell²

1994

Decision Sciences

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A continuing gap exists between the capabilities of sophisticated computer-based information systems and the extent to which these systems are used by individuals. Studies which have examined the relationship between system utilization and various user, system, implementation, and organizational variables have provided few consistent findings. A new approach to this topic is suggested by a recent study by Davis, Bagozzi, and Warshaw [ll], which indicates that individuals' intentions to use a system determine subsequent use. A large body of psychologybased research also supports this relationship between behavioral intentions and subsequent behavior. This study employs expectancy theory, which has often been used to examine behavioral intentions, to explain managers' intentions to use a decision support system (DSS). The results imply that the variables of the expectancy force model are determinants of a manager's behavioral intentions to use a DSS, and the variables of the expectancy valence model are determinants of the attractiveness of using a DSS to a manager.

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“…Cohen and Cohen (1975) have suggested that such a non-linear, utility-type relationship may be modelled with a squared valence term in either the additive or multiplicative formulations (V 2 j + E ij or V 2 j × E ij ). Other empirical research investigating the validity of expectancy theory as a model of employee motivation includes that by Baker et al (1989), Behling and Starke (1973), Liddell and Solomon (1977), Peters (1977), Stahl and Harrell (1981), Wahba and House (1974).…”

Section: Vroom's Expectancy Theorymentioning

confidence: 99%

Towards a unified model of employee motivation

Elding¹,

Tobias

Walker³

2006

Strat. Change

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The essentially social-cognitive job characteristics model and the largely cognitive expectancy model seem at first sight to be quite different, but just changing the terms used to describe the variables actually reveals substantial similarities. Such manipulation has enabled the authors to integrate the two models into one. ᭹ Drawing upon their own current and research experiences into management practices in a wide range of organizations in the UK, internationally and their recent management audit of 3000 SMEs in the UK, the authors identify and evaluate a vital aspect of management theory and practice.It is hoped that the paper provides some signposts for future research.

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Exploring Contrasting Formulations of Expectancy Theory*

Cited by 24 publications

References 48 publications

The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff

The Interactive Effects of Job Insecurity and Organizational Cynicism on Work Effort Following a Layoff

An Application of Expectancy Theory to Explain a Manager's Intention to Use a Decision Support System

Towards a unified model of employee motivation

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