Expectancy and Judge , 2018) 1.Fab sweets uses

Expectancy theory proposes that employees are motivated by the belief and expectations of his performance may lead to certain desired reward or recognition(Vroom,1943). The expectancy theory classify three relationship between employee and organization which is effort- performance , performance- reward and, reward- personal goals relationship( Robbins and Judge,2017) . The effort- performance relationship is the belief of an individual exerting a certain amount of effort will lead to performance. ( Robbins and Judge, 2018) . A performance –reward relationship is a belief that one’s ambitious performance will lead to organizational reward. The reward –personal goals relationship is the overall reward satisfied by an employee. ( Robbins and Judge , 2018) 1.

Fab sweets uses assembly lines in both the production and packing departments this could possibly be why the employees have low satisfaction and low motivation. The procedure used is similar to the theory of Frederick Winslow Taylor, called Taylorism. Just to reiterate, by analysing the issues in HB department with expectancy theory, the men in production complained that they were bored with always doing the same job. There is lack of job enrichment in the department as employees rarely use more then one or two of their skills during their work and other skills decayed over time, and this is manifesting boredom at the work place. 2.

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Several employees felt that the grading system in the department is not fair as the task allocation is a direct conflict to it. The training schedule is arranged in the sense that production employees had to be capable of performing all sets of skills for all lines and hence be able to cover any job. However, it wasn’t the case in the real working environment. This creates job dissatisfaction among the employees as they aren’t able to practise their range of skills and the employees had little input of their job performances, which resulting to low motivation and satisfaction as there is lack of support from the organization or supervisor. Employees feel that their efforts will not result to any performance, nor satisfactory reward. 3.

In attempt to maximize production, the supervisor always allocates people to the jobs at which they performed best and sometimes pushed the pace too fast. The supervisor also ignored the wish of employee to work less hard in the afternoon when they were tired ( taylorism) . Basically employees will be dissatisfied if appropriate financial recognition is not rewarded. 4. In HB, breakdowns of equipment and interruption of production is common. Clearly the physical aspects of the production department need some attention.

All the machinery is over 10-year-old which result to ineffectiveness and inefficiency. The breakdowns have been the reason of conflicts between the is production employees and maintenance department. 5.

The packing employees are dissatisfied when they were asked to flat out when department is busy and will be moved other department when things are slacker. During seasonal peaks, unskilled employees were drafted in to assist the department, whereas employees will be transferred to other departments where they usually given he worst job. This resulting to low motivation and job satisfaction as there is no reward personal goal relationship .


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