Chelzea O
Motivational Theories and Reducing Turnover
Motivation plays a critical role in employee engagement, retention, and organizational performance. Two commonly studied motivational theories are Herzberg’s Two-Factor Theory and Vroom’s Expectancy Theory. While both provide useful insights into what drives employees, they differ in focus and application.
Comparison of Herzberg’s Two-Factor Theory and Vroom’s Expectancy Theory
Herzberg’s Two-Factor Theory distinguishes between hygiene factors (e.g., pay, policies, work conditions) and motivators (e.g., achievement, recognition, growth). According to Herzberg, the absence of hygiene factors can cause dissatisfaction, but only motivators lead to true job satisfaction and higher performance (Aamodt, 2016).
On the other hand, Vroom’s Expectancy Theory emphasizes the cognitive process behind motivation. It proposes that motivation is a function of an individual’s expectancy (belief that effort leads to performance), instrumentality (belief that performance leads to outcomes), and valence (value placed on those outcomes). Motivation occurs when all three components align (Aamodt, 2016).
Application to a Media Organization: Expectancy Theory as the Best Fit
Working for a major media company, I’ve seen firsthand how motivation can be impacted by misaligned expectations and unclear reward systems. In this fast-paced, deadline-driven environment, absenteeism and burnout can become common due to unclear growth paths and inconsistent recognition.
Expectancy Theory provides a clearer roadmap to address these challenges. For example, if producers know that consistently meeting deadlines and delivering high-quality content will lead to promotions or bonus pay (instrumentality), and they believe those rewards are attainable (expectancy), and they value them (valence), their motivation and attendance will likely increase.
In contrast, Herzberg’s model might be less effective in this setting because while improving hygiene factors like pay and office perks may reduce dissatisfaction, they don’t necessarily increase motivation or retention in a creative industry where achievement and recognition are dynamic.
Supporting Evidence
Nazir et al. (2016) found that organizational rewards significantly influence organizational commitment and reduce turnover intentions. This aligns with Vroom’s model, which connects perceived outcomes to effort and commitment. Applying this theory, the company could implement clearer performance-reward structures and career development plans, thereby reducing absenteeism and turnover.
Conclusion
While both Herzberg’s and Vroom’s theories offer useful perspectives, Expectancy Theory provides a more adaptable and performance-focused approach to reducing absenteeism and turnover within the media industry. By aligning effort with clear, valued rewards, organizations can more effectively motivate employees and retain top talent.
References
Aamodt, M. G. (2016).
Industrial/Organizational Psychology: An Applied Approach (8th ed.). Cengage Learning.
Nazir, S., Shafi, A., Qun, W., Nazir, N., & Tran, Q. D. (2016). Influence of organizational rewards on organizational commitment and turnover intentions.
Employee Relations, 38(4), 596–619.
