Introduction
As the recruitment manager for a medium-sized bank, I’ve always been incredibly proud of our recruitment team’s efficiency and effectiveness. A recent observation, however, has given me pause. Over the last two weeks, one of our top recruiters, who has consistently outperformed our average benchmarks, has shown a drop in performance. To understand this abrupt shift, I turn to two prominent motivational theories: the Expectancy Theory and the Equity Theory.
Theory Application to Problem-Solving
Application of Expectancy Theory
According to the Expectancy Theory, an individual’s motivation to complete a task is heavily influenced by their expectation of the outcome. Employees are more likely to be motivated if they believe that their efforts will result in a certain level of performance and that this performance will result in the desired outcome (Eccles & Wigfield, 2020). A perceived disconnect between our recruiter’s effort and the outcome could be one reason for their poor performance. They may believe that, despite their efforts, the results need to meet their expectations, whether in terms of recognition, rewards, or promotions. There’s also the possibility that they need to be more confident in their ability to achieve the desired results, resulting in less effort.
Application of Equity Theory
The Equity Theory, on the other hand, provides a different perspective. It implies that motivation is linked to a person’s perception of fairness in their work outcomes in comparison to their peers. If our recruiter believes they are putting in more effort than their colleagues but receiving comparable or even lower rewards, they may perceive an imbalance (Eccles & Wigfield, 2020). This type of perception can lead to feelings of being undervalued or underappreciated, which can lead to demotivation.
Solution to Problem
Given these insights, a two-pronged approach could be advantageous. To begin, engaging in an open dialogue with the recruiter can be extremely beneficial. We can address the root of the problem by understanding their point of view and any concerns they may have. This discussion can also be used to make them feel valued and heard. Second, it may be time to reconsider our incentive structures (Eccles & Wigfield, 2020). Ensuring that our system aligns with employee effort and addressing any disparities in rewards among team members can boost motivation and morale.
Conclusion
To summarize, delving deeply into the reasons for an employee’s performance is critical. Using the principles of both expectancy and equity theories, we can identify and address areas of concern, fostering a motivated and high-performing team.
Reference
Eccles, J. S., & Wigfield, A. (2020). From expectancy-value theory to situated expectancy-value theory: A developmental, social cognitive, and sociocultural perspective on motivation. Contemporary Educational Psychology, 61. Web.