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d to handle. And employees might have different pReference. For those who want an apple, giving them an orange might be useless and even have counter effect for motivation. 

The combination of expectancy and equity theories of motivation makes several requirements for the motivation process. First of all, management should focus both the results and possibilities of expectation when they motivate the employees. In fact, a good management always well utilizes very affirmative altitude in the motivation to improve the possibility perception of audiences (Frey & Osterloh 2002). They like to use some pet phrases like ‘must’, ‘sure’ or other alike to enhance the image of assurance. And thus they can motivate the people to believe what they said. Furthermore, the daily cultivation of mutual trust environment can also act an important role in the expectancy motivation (Svensson 2001). Second, management should realize the complicity of utility calculation and behaviour choice. An experienced management should create enough non-monetary utilities for the employees during the motivation process (Pinder 2008). For example, when management wants the employee to take a heavy duty without corresponding monetary compensation, they will often talk about the personal development for those who take the task if they know the candidates might want to have great ambitions in their life plans. Some might also promise a chance of promotion when the task can be well finished (without saying the opportunity might also vanish when the task is screwed up) to increase the certainty perception. As a result, the employee can be motivated to make the choice as the management expect. Third, it’s important to manage the information sharing and flow between management and employees to help realize the motivation effect. Some regular mutual communication meetings and propagandas shall be performed to deliver the positive information, while the negative information shall be kept out of touch of the motivation targets.

In conclusion, the objective of motivation is to affect the people’s choice of behaviours and plans. Two theories as expectancy and equity provide different explanation about how the people make choice. In order to realize ideal motivation, management makes the audiences believe more about the positive expectation while neglect the negative one. And they can create many non-monetary benefits for the employees to enhance their comprehensive utilities. To better perform the motivation with expectancy and equity theories, people should take affirmative altitude to affect the audiences’ expectation, and the daily cultivation of mutual trust environment is also necessary. On the other side, management should figure out what the employee value most except for the money. And the information control process might be also useful.

Reference文献

Alvesson, M & Willmott, H 2012, Making sense of management: A critical introduction. Sage, New York.
Burrows, N & Robison, M 2007, ‘An assessment of the recast of community equality laws’, European law journal, vol.13, no. 2, pp.186-203.
Conway, N & Briner, RB 2005, Understanding psychological contracts at work: A critical evaluation of theory and research. Oxford university press, London.
Daft, RL & Marcic, D 2009, Management: The new workplace. 6th edition, Cengage learning, Boston. 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。