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tions in the working place (Finchham & Rhodes 1999). That is, the expectancy theory said people choose the specific behaviour than others by the expectation that it might be possibly better for them. On the other side, the equity theory argued that people will value what they pay and what they get. Combining these two theories, when management wants to motivate the employees to do specific task, it has to make the employees believe what they are going to do can have high chance to be successful (good expectancy). And what they do now can have a good result for themselves in future (equity relation). By that approach, people can make conscious choices about their behaviours and plan their actions by the intentional interfere of management (Daft & Marcic 2009). In practice, these two theories can have many implications in the real world business.

The expectancy theory is about the human perception of certainty and consequence, while the certainty would matter more. It implied such an argument, that is, people choose behaviour and plan actions not only because they want to get interest from the result, but also they believe the behaviour and actions can possibly lead to the expect result. Since everyone cannot precisely forecast the future, it’s the expectancy rather than actual result of the consequences matters. In fact, in the most circumstances people need to be motivated more on the possibility rather than expected result by statistics. For example, when the new employees are recruited into company, the management will motivate them to work hard to make a good expectation of career path in future. The hard thing is to make them believe the high possibility of success to realize the motivation effect. On the other hand, the information asymmetry might also a significant factor in the expectancy of employee (Jacobides & Croson 2001). Management can provide or limit the information flow to the employees to get the ideal motivation result. For example, management will choose to disclose more information to the employee about the meaning and good consequence about the ideal choice, while some negative information might be kept in the mind. In the previous case as new employee training, the possibility of getting promotion into high level management might actually not as high as the trainer said, since the number of high level management is always much smaller than that of ordinary employees. But the trainer might not disclose such information to the audiences.

On the other side, the equity theory also has unique implications in the motivation process. In all, people calculate the comprehensive utility rather than monetary income alone in their choosing processes (Masclet et al 2003). Money (or salary) can be a significant role in the consideration but not for all. Given the diminishing marginal utility principle, people will have more requirements when the monetary reward has reached a point. Many other tangible or intangible factors like promoted position, glorious fame or accumulated experiences can also be added into the calculation and accepted by people. Such character has both positive and negative effects. In the positive aspect, management will utilize the non-monetary benefits to efficiently motivate the employees with less cost and make the company more profitable. But for the negative aspect, comparing with defined monetary compensation, the non- monetary items might be more complicate