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Primaq starts offering £100 spot bonuses to customer service staff to good reward sales. However, staff complain it does not motivate performance as the targets are not clear and they have not actually witnessed any sales staff receiving a spot bonus despite good sales. Where in Vroom's Expectancy theory model does motivation break down? A. Effort B. Outcome C. Valence D. Extrinsic motivation D B C A

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Primaq starts offering £100 spot bonuses to customer service staff to good reward sales. However, staff complain it does not
motivate performance as the targets are not clear and they have not actually witnessed any sales staff receiving a spot bonus despite
good sales.
Where in Vroom's Expectancy theory model does motivation break down?
A. Effort
B. Outcome
C. Valence
D. Extrinsic motivation
D
B
C
A

Primaq starts offering £100 spot bonuses to customer service staff to good reward sales. However, staff complain it does not motivate performance as the targets are not clear and they have not actually witnessed any sales staff receiving a spot bonus despite good sales. Where in Vroom's Expectancy theory model does motivation break down? A. Effort B. Outcome C. Valence D. Extrinsic motivation D B C A

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IngridProfessional · Tutor for 6 years

Answer

<p> A,B,C,D</p>

Explain

<p> Vroom's Expectancy theory states that an employee's performance or behavior is influenced by whether they believe this performance or behavior will lead to a certain desirable outcome, and this individual's desire for this outcome. The theory states that for an individual to be motivated, effort, performance, and outcomes must be positively correlated. <br />In this scenario, though Primaq is offering a bonus to reward sales, the employees do not find it motivating as the targets are not clear and they have not actually seen bonuses being awarded effectively, despite good sales, which demolishes their expectancy regarding the promised results.<br />These features of Vroom's theory are:<br />A. Effort – The employees believe enough effort would satisfy certain performance criteria for bonuses. <br />B. Outcome – The employees are unclear about the connection between the completion of sales targets meet and the bonuses.<br />C. Valence -The lack of clear understanding around bonus distribution can lead to diminished value attached to the bonus (Valence) <br />D. Extrinsic motivation - This suggests they are motivated by elements that are 'extrinsic' or external to the job itself (like bonuses).<br /><br />Therefore, all four of the given choices are essentially part of the problem in the scenario presented. Employees are unsure about the effort to perform that would satisfy the reward (A), unsure if the reward would proceed from the achievement (B), the unclear bonus attachments alter their value over it (C) and finally, they were supposed to be motivated by external factors like bonuses (D).</p>
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