Motivating EmployeesA major influence on job performance is motivation. There are several theories explaining the concept of motivation (expectancy theory, ERG theory, reinforcement theory, etc.). Select one of the following three scenarios to use as a framework for your discussion. In your post, apply a specific motivational theory to one of the three scenarios. Complete an analysis of the motivational theory using the scenario as a framework for your discussion. Respond to two other posts regarding items you found to be compelling and enlightening. To help you with your reply, please consider the following questions: What did you learn from the posting? What additional questions do you have after reading the posting? What clarification do you need regarding the posting? What differences or similarities do you see between your initial discussion thread and your classmates’ postings? How do your classmates’ chosen theories apply to other situations?Your reply posts should be a minimum of 150-250 words each.Scenario AYou are a manager at a manufacturing plant forced to reduce 25% of its workforce due to budget constraints caused in part by the increased prices of a raw material. The vast majority of the tasks once performed by employees are now outsourced to India. Consequently, your remaining workforce has suffered a significant lack of motivation. It is your task to move the remaining team forward under the current circumstances ensuring weekly quotas are reached and none of the production numbers suffer.Scenario CYou have been employed at the same company for 20 years. You have come to terms with the fact that you have no promotional opportunities here and you are at a “dead end job.” You contemplated changing jobs a few times in the last few years, but some of the reasons you stay include a manageable work load, flexible work hours, friendly co-workers, and a supportive upper management team. Yet, you are not motivated to go above and beyond the expectations identified for your position and job description.Respond to Zakeeyah Rahim postScenario A provides an example that emphasizes the value of Expectancy Theory, as developed by Victor Vroom. This theory is based on the idea that individuals select a behavior based on what they perceive that the result of that behavior will be. People are rational thinkers and are capable of recognizing the rewards and benefits of their actions. Vroom believed that people were able to perceive multiple options when making strategic decisions and weigh the relative merits of each. Expectancy Theory is dedicated to understanding the motivations of individuals, particularly of employees in a workplace environment (Blanchard & Thacker, 2013).One example of Expectancy Theory is the idea that employees will be encouraged to work harder if they sense that there will be a reward that directly results from their efforts. In this way, Vroom believed that people were motivated by the outcomes of their actions rather by those actions on their own (Gontoro et al., 2013). For example, an employee may be more likely to put in extra effort if they are working toward a promotion or if there is a specific financial benefit connected to their work. They may work less hard if there is no attendant reward. The use of rewards and punishments around clearly stated benchmarks can be a valuable strategy for increasing morale, in part because this allows employees to know where they stand and to feel as though they have personal agency regarding how their feel about their jobs and the nature of their relation with management.Scenario A describes a case in which an employer has cut 25% of its workforce due to budget concerns and outsourcing. As a result, remaining employees will have either lost close associations or will be asked to take on additional roles. A manager in this environment could cultivate motivation by attaching extrinsic rewards to high-performers, including the possibility of promotion and pay raise. The employer could clarify to the remaining employees that there are no more terminations in the foreseeable future, and that the remaining staff is still on board because they are valued and appreciated as part of solid team going forward. The manager could then ensure that employees sense that their productivity directly contributes to the welfare of the team by emphasizing potential rewards, future job security, and the chance to grow with a consolidated, highly motivated team. A leader could prioritize a more democratic decision-making process that would only be possible in the context of a smaller team. A leader could also ensure that a family-oriented, cohesive culture exists, and that communication and professional development are guiding principles in ways that were not possible in the past. In these ways, the leader could utilize expectancy theory to move the team forward in the wake of seismic employee losses.Blanchard, P. N., & Thacker, J. W. (2013).Effective training: Systems, strategies, and practices(5th Ed). Upper Saddle River, NJ: Pearson Education, Inc.Gontoro, B., Saisaukul, F., Oriamia, B. (2014, May). Victor Vroom’s expectancy theory: Application in goat smallholder farmers in Indonesia,International Journal of Current Research, 7(3), 2771-2779.Respond to Ashley Burks postEmployee motivation has a significant impact on employee performance. My initial thought when reading this discussion post is recalling back to a book I have read called the 5 Love Languages, which summarizes the 5 ways in which individuals like to receive love. To me this is very similar to how employee motivation works. Leadership could provide extrinsic or intrinsic motivating factors. Personally, after reading this article, the motivating factor that resonates with me the most is career advancement. As leaders, you will sustain high levels of motivation from your employees if you can open doors of opportunity and accelerate their chances for advancement (Llopis, 2012, para. 11).Analysis of ERG Theory(Scenario C)As an employee referenced to be working a “dead end” job after 20 years of service with no available promotional opportunities, I would relate this scenario to the ERG Theory. Clayton Paul Aldefer developed ERG which represents three basic needs; existence, relatedness, and growth (Blanchard & Thacker, 2013, section 3.3). This theory’s framework proposes that employees need to feel safe, have meaningful interactions within the workplace and be provided with advancement opportunities. These three needs must be met simultaneously for employee to experience a sense of fulfilment in the work that they are doing. When leadership understands their employees’ needs it allows for better understanding of their behavior (Blanchard & Thacker). Employee frustration can result in regression, failure in this fulfilment can result in their motivation to be very low, which validates how an employee could feel like they are working a “dead end job” with little to no opportunities of new challenges. Absence of promotions can be extremely demotivating and growing employees without motivation or growth opportunities is challenge and can ultimately cripple an organization due to lack of high performance. Motivation depends upon how the value leadership places on their employees.References:Llopis, G. (2012, July 16). The Top 9 Things That Ultimately Motivate Employees to Achieve. Retrieved May 14, 2020, fromhttps://www.forbes.com/sites/glennllopis/2012/06/04/top-9-things-that-ultimately-motivate-employees-to-achieve/#6dd2ebe3257e(Links to an external site.)Blanchard, P. N., & Thacker, J. W. (2013).Effective training: Systems, strategies, and practices(5th ed). Upper Saddle River, NJ: Pearson Education, Inc.