Rape Prevention As Well As Education Program - 856 Words

1. We choose that exacting source because the Rape Prevention as well as Education Program gives free, secret, trauma-informed support to all affected with sexual aggression and encourages social transform through avoidance learning. Sexual aggression is an important public health difficulty in the United States. Stated by the Centres for â€Å"Disease Control as well as Prevention’s† that is also known as (CDC) and also the National Intimate Partner as well as Sexual aggression Survey, almost 1 in 5 female along with one in seventy men in the America have been raped at various instance in their lives as well as almost one in two female along with one in five men have knowledgeable other forms of sexual aggression discrimination in their existence (for example made to penetrate somebody, and also sexual coercion, as well as also not needed sexual touch and non-contact not needed sexual experiences). The Safe as well as Active board Branch, aggression Prevention Unit, and also manage the Rape Prevention as well as Education Program, among support from the Centres for (CDC). Furthermore the RPE Program ways sexual aggression from a communal health viewpoint in which norms as well as society play a position beyond the conventional role played by law enforcement and the courts. Similar to California’s smoking promotion that has made smoking intolerable, it plans to transform the norms that create sexual aggression reasonable. 2. Type of information does that source contain:Show MoreRelatedRape- An Unwanted Sexual Violence1179 Words   |  5 PagesRape – An Unwanted Sexual Violence Sexual violence, especially rape, is a major emerging health related issue in the United States of America. 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Through university sex educa tion, stricter laws and enforcement, and providing on-campus servicesRead MoreThe Epidemic Of The Hiv Virus1747 Words   |  7 Pagesdevouring the lives of innocent people, typically in Africa, where people are especially prone to acquiring AIDS. South Africa, having one of the highest amounts of rape crimes in the world, is also home to the highest amount of people living with HIV in the world, at about 6.8 million people(Web, HIV AIDS SA). With such a high amount of rape crimes and drug use, the spread of the HIV virus can move rapidly across the nation. It could take anywhere from 5-10 years for the HIV virus to adapt into AIDSRead MoreThe Assault Of Sexual Assault Crimes775 Words   |  4 Pagescolleges and universities. According to Rape, Abuse Incest National Network, RAINN (2009), the different sexual assault crimes are sexual assault, rape, child sexual abuse, sexual assault of men and boys, incest, sexual harassment and intimate partner sexual violence. What defines sexual assault is a crime of power and control in which occurs without a clear consent of the victim. Rape is defined as a form of sexual assault, but not all sexual assault is rape. According to the Commonwealth of MassachusettsRead MoreEssay about Drinking Alcohol Causes Sexual Assault1305 Words   |  6 PagesUnfortunately, there are many sexual assaults, or rapes, per year. According to the Affirmative Action Office at Iowa State University, there have been at least two reported rapes per weekend since classes have begun this year. Throughout the United States in 1996, there were 98,000 completed rapes, and 219,000 attempted rapes (Stanford University, 1999). Most of these assaults were upon women. In fact, women were ten tim es more likely than men to become victims of rape or sexual assault in 1996, a reality thatRead MoreSexual Assault On College Campuses1591 Words   |  7 Pagesprevent sexual assault? 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If Cal State Fullerton is unfortunate enough to align with Jackie Speier’s claim that â€Å"20 percent of coeds say they’ve been sexually assaulted,† then a mass overhaul of current rape prevention programs is necessary. Using communicationRead MoreHiv And Its Effects On The United States1440 Words   |  6 Pagescontraceptives and most schools teach abstinence only education (Starkman, Rajani). Even more alarmingly there is little evidence that abstinence only curriculums are successful in encouraging teenagers from delaying sexual activity until marriage, and consequently, avoiding pregnancy, STD and/or HIV infection (Starkman, Rajani). Comprehensive sexual education, which emphasizes the benefits of abstinence while also teaching about contraception and STD/HIV prevention, has, however been shown to reduce rates ofRead MoreRape Crisis Centers For Women1704 Words   |  7 Pages Rape Crisis Centers SER 101: Kevin Garganta Pierre Sophy Fall 2016 â€Æ' Abstract This research is focused on rape crisis centers for women who have been sexually abused or raped. Some survivors of rape and sexual abuse require the assistance of rape crisis centers to try and gain back control of their lives. Some women may require long-term counseling as a result whereas others do no. Whichever the case, with such a high number of survivors, the help must remain readily available. Read MoreCongratulations You Have Been Accepted To College. These1353 Words   |  6 Pages205 reported and 0 expulsions. If a student is to cheat or plagiarize the days for expulsion would be increasingly larger than those of rape. Perpetrators are raping fellow students and getting a slap on the wrist or even worse an â€Å"ada boy† and nothing is getting done. Until students from University of Carolina began doing research after becoming victims of rape it was common for the female to get blamed for the occurrence. In the horrific aftermath of their assaults, the victims described symptoms

Adhd Research Critique - 2776 Words

ADHD Research Critique The study titled â€Å"Illicit use of Prescription ADHD Medications on College campuses, by DeSantis, Webb, Noar, (2008) from the Journal of American College Health,† is both quantitative and qualitative in design, because the authors used mass surveys to gather statistics and in-depth interviews to collect personal information. The researchers used a multimethodological approach in order to gain the data that was needed to form the conclusion and other studies were referenced in order to add to the findings of this study. From the very beginning of the research, the authors were very detailed with background information about the ADHD prescription phenomenon reporting that the rise in the number of†¦show more content†¦It is of utmost importance that ethical standards are overseen by a governing body like the Institutional Review Board (IRB) to hold researchers to ethical standards (Smith Davis, 2010). The researchers of this study did have the approval process from the IRB. All the names were changed as a safeguard in this study as well on the final data collection so as not to violate anyone’s privacy. This could also be seen as another strength to the study giving no one a reason to lie. Type of Study and Participants The authors of this study used quantitative and qualitative methodolog ies to investigate the college student’s perceptions and use of illegal Attention Deficit Hyperactivity Disorder (ADHD) stimulants. There are important differences between a qualitative research design and a quantitative design. Qualitative research is conducted in a natural setting seeking to understand a certain complex human behavior and then presenting a narrative description of that behavior. With a quantitative research design the gathering and analysis of data is expressed in statistical form. Both have their places in research and the characteristics of each are unique to the effort. This study was conducted with participants from fall 2005 through fall 2006, and the authors used 1,811 undergraduates from a large, public, southeastern research university in the United States. Many different ranges of upper class andShow MoreRelatedPathways That Lead To Mentally Healthy Children Essay836 Words   |  4 Pagesidea of how do we know what a healthy pathway for developmen t is, and how do we facilitate this development? Shankar examines the development of a healthy mind, a bit of the nature-nurture debate and how a healthy mind looks in children and youth with ADHD and Autism. Shankar used plenty of examples of scientific information to confirm what he was writing about. 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In spite of extensive advancements in technology which has brought new insights into the brain and learning, there is still a lacuna in the field of problems faced by children who are unable to remain focused

Transactional and Transformational Leadership Free Essays

Harry works in a coal mine laboratory. At the start of each shift, Harry checks the work book which his supervisor completes, where clear instructions are given as to what task is required. Generally each task listed is the same each shift, and every task has a written procedure that must be followed in order to meet Quality Assurance Standards. We will write a custom essay sample on Transactional and Transformational Leadership or any similar topic only for you Order Now At the end of each shift, Harry completes his shift report which is generally the same too. Harry has worked here for 25 years under the same supervisor. He knows the work isn’t stimulating but it pays well. The supervisor is always happy with Harry because he completes the tasks that are set, and never deviates from what is expected. Harry’s supervisor is a transactional leader – a rule follower who likes procedures with no deviations and expects nothing more than those written in the work book. Carly is a new employee at the laboratory. At the start of each shift she too checks the work book in hope that maybe something new or contrary to the norm has been written. Most days she will look for something extra to do but is often reprimanded for doing something that the next shift would do. Carly detests the supervisor, wishing the supervisor offered more. Carly dreams of a supervisor who is motivational, encouraging, one who appreciates an employee who goes above and beyond what is required and would appreciate suggested improvements to age old methods. Carly dreams of a transformational leader to provide inspiration, charisma, vision and promote intelligent thinking to an otherwise mundane regulated workplace. So what is transactional and transformational leadership and what can be expected from each style? The transactional leader works with the present cultural work environment within their organisation, following existing rules, procedures, expected outcomes and operating norms (Lindgreen, A et al. 2009). They have an exchange relationship (Erkutlu 2008) with their followers/subordinates/employees, where guidance and motivation is given to ‘their followers in the direction of established goals by clarifying role and task requirements’ (Robbins et al. 2011, p. 342). It can take the form of contingent reward, management by exception (active and passive) and laissez-faire (Xirasagar 2008). Contingent reward refers to an exchange of rewards (whether verbal or tangible) for effort and good performance (Xirasagar 2008). Management by exception (active) is taking corrective action when a follower deviates from established rules and standards (Robbins et al. 2011). Management by exception (passive) is intervention taken by the transactional leader ‘only if standards are not met’ (Robbins et al. 2011, p. 342). A transactional leader of laissez-faire character is one who ‘abdicates responsibility’ and ‘avoids making decisions’ (Robbins et al. 2011, p. 342). As transactional leadership focuses on established norms and protocols, and ‘results in expected outcomes’ (Erkutlu 2008, p. 711), followers will not extend themselves by going ‘above and beyond the call of duty’ (Robbins et al. 2011, p. 343). In comparison, the transformational leader is ‘capable of having a profound and extraordinary effect on followers’ (Robbins et al. 2011, p. 342) through their charismatic, visionary, inspirational, intellectually stimulating characteristics and their concern for their followers (Erkutlu 2008). They are able to inspire their followers to rise above their own self-interests. Transformational leadership consists of four sub-constructs (individualised consideration, intellectual stimulation, inspirational motivation, idealised influence) which transformational leaders can use to invoke behaviour of followers that exceeds expectations ‘for the sake of the organisation’ (Robbins et al. 2011, p. 343). Individualised consideration is displayed to the follower by ‘giving personal attention’ (Robbins et al. 2011, p. 342) to their development needs, support and coaching (Erkutlu 2008). Intellectual stimulation ‘promotes intelligence, rationality and careful problem solving’ (Robbins et al. 2011, p. 342). Transformational leaders are able to demonstrate idealised influence by providing vision and a sense of mission, instilling pride and gaining respect and trust (Robbins et al. 2011) along with inspirational motivation by communicating ‘high expectations’ (Robbins et al. 2011, p. 342). Although a distinction between the two could be categorised as a difference in leadership flexibility, Robbins et al. (2011) maintains that each leadership style does not actually oppose the other; rather transformational leadership builds upon transactional leadership where levels of follower effort and performance exceed that of transactional leadership alone. However each style of leadership has its own individual strengths and weaknesses. Transformational leadership appears to be heralded as the superior leadership style; although transactional leadership does have its strengths. As ‘transactional leadership results in expected outcomes’ (Erkutlu 2008, p. 711), it is effective in organisations where the desired outcome is measured against ‘clear and precise financial measures, such as revenues per customer segment or the dollar volume of cross-selling’ (Lindgreen et al.2009, p. 26). Research conducted by Liu et al. (2011) has found that in occupations of low emotional labour, transactional leadership has made a positive contribution to team innovation. Whilst Wells Peachey (2011, p. 5) have found that there is a negative relationship ‘between transactional leadership and voluntary organizational turnover intentions’. The application of equity theory’s procedural justice (‘the perceived fairness of the process used to determine the distribution of rewards’ (Robbins et al. 2011, p.191) and distributive justice (‘perceived fairness of the amount and allocation of rewards among individuals’ (Robbins et al. 2011, p. 191) may explain this negative relationship (Wells Peachey 2011). Conversely, transactional leadership is not without its weaknesses. Subordinates of transactional leaders may feel a lower sense of organisation commitment and job satisfaction or commit sabotage against the organisation (Erkutlu 2008). As transactional leadership relies upon defined outcomes with leaders possibly dealing with deviations from the norm ‘with harsh criticisms’ (Liu et al.2010, p. 284), subordinate performance beyond what the leader has requested should not be expected; nor the discovery of new methods of problem solving as subordinates continue using tried and tested solutions ‘for fear of reproach’ (Liu et al. 2010, p. 284). Innovation amongst employees employed in high emotional labour positions is also likely to be depressed under a transactional leader (Liu et al. 2010). Transactional leadership doesn’t allow for followers’ self-actualisation needs to be met; therefore followers may not reach their full ‘potential and self-fulfilment’ (Robbins et al.2011, p. 177). Where transactional leadership has clear weaknesses in respect of followers performance, transformational leadership builds upon this and bolsters followers’ willingness to perform above what is required. Transformational leadership can be thought of what transactional leadership is not. Transformational leaders are acutely aware of the organisations present culture but have a definite vision for the future. They enable this vision by changing the fundamental ‘values, goals, and aspirations of followers’ (Lindgreen et al. 2009, p.15) as the followers embrace the leader’s values. The result is that the followers perform their respective duties not because they expect to be rewarded, but because it is in agreement with their new found values (Lindgreen et al. 2009). By strategically using positive emotions, the leader is able to encourage ‘optimism and positive approaches to group tasks’ (Mitchell Boyle 2009, p. 463). Followers of transformational leadership experience heightened motivation through their leaders’ inspirational motivation and individualised consideration. Mitchell Boyle’s (2009, p.462) research states that this ‘increases their cognitive flexibility to accept new ideas and comments from others’. Transformational leadership has proven advantageous where customer relationship development is important, for example formal customer introductions and personal selling (Lindgreen et al. 2009). Research conducted by Camps Rodriguez (2011) established that employees working under a transformational leader within an organisation that fostered employee learning and skill improvement did not drive the follower to seek employment elsewhere because of their increased skill set. ‘On the contrary, they see this as a commitment to the employer that has trusted and invested in them’ (Camps Rodriguez 2011, p. 437). Although flaunted as the preferred leadership style in comparison to transactional leadership, there are weaknesses of transformational leadership. The charismatic elements of transformational leaders are difficult to reproduce if not naturally present in the personality of the leader. Therefore, organisations seeking applicants to lead in a transformational fashion are instantly subjected to a limited pool of suitable applicants (Muijs 2011). Even when the applicant is of strong transformational personality, a poor organisation fit will fail the applicant. So too will organisational structures that impede ‘the extent to which leaders can be truly transformational’ (Muijs 2011, p. 50). Over zealous transformational leaders can also incite passive resistance from subordinates. In this situation, the subordinates will simply wait for the leader to ‘move on’ (Muijs 2011, p. 51). This type of resistance is prevalent in organisations that have ‘rapid management turnover’ (Muijs 2011, p.51). Transactional and transformational leadership are two contemporary styles of leadership that have their own strengths and weaknesses. Transactional leadership focuses on providing followers clarified tasks requirements in order to achieve desired outcomes, whereas transformational leadership involves the ability of the leader to motivate, inspire, influence and consider their followers in order for the follower to take on the leader’s vision and perform above and beyond what is expected. Transactional leadership is effective in organisations where the desired outcome is definitive however is not conductive in promoting innovation amongst high emotional labour employees or allowing for self-actualisation needs to be met. Transformational leadership is effective in empowering followers and producing results such as employees performing above and beyond what is required. However it can be overbearing for employees who have not embraced transformational leadership exercising passive resistance to such a contemporary style of leadership. How to cite Transactional and Transformational Leadership, Essays

Organization Behavior Human Resource Manager

Question: Discuss about theOrganization Behaviorfor Human Resource Manager. Answer: Introduction The study of human behavior during recruitment process is vital in determining where best to place the individual to perform best. The behavior of an individual indicates to the Human Resource Manager (HRM) if the particular employee can perform well. It is important for the HRM to be on the lookout for such talented individuals during recruitment, selection, and placement (Abraham et al., 2015, p. 336). The organization has different factors that tend to influence the way an employees behavior such as the organization culture and the motivation given to the employee inside the workplace. Often the HRM will try to find the right incentive for a given attitude and behavior to help bring out the best out of employees. Some personality traits show that an individual will perform better than all other candidates when given a particular position. Though this is just a prediction by the HRM, the employee may live up to expectations or perform dismally in the given position. The purpose of this essay is to determine and discuss how different individual attributes have a direct impact in the workplace. The essay goes further to look at how Herzbergs and expectancy theories of motivation can help understand a persons behavior. Conscientiousness relates to how a person behaves around others and how careful a person is with people and the assigned tasks. Conscientious people have high levels of self-discipline and can thus make better employees and perform well. The emotional stability of a person is very crucial as many interviews and recruitment processes test this trait on interviewees. Emotionally stable individuals will cope very well with any work situation, and they do not bring personal problems and let it affect their performance. Emotionally stable persons tend to high-performing employees who are better decision makers. Extraversion is another personality trait that clearly shows that a person can be a productive employee. Extraversion makes a person to interact well with clients. Such a person, has developed good interpersonal and communication skills that help them to convince the customers into a deal. Extraversion correlates positively with performance. Agreeableness positively influences high job productivity. Agreeableness indicates that a person can relate to people better thus has a high chance of being very productive. This trait though is limited to people in higher managerial positions who have to enforce some rules and regulations in the firm. The Cognitive Resource Theory Fred E. Fiedler and Joe Garcia in 1987 developed the theory. The theory was formulated from the Contingency model of 1967. The theory is based on the need for intelligence in leadership. How can organizations detect the level of intelligence they need for certain positions in a candidate during recruitment? This question is crucial for HRM when they are trying to fill a management position. For managers, it is critical to be intelligent and adapt to any given situation for productivity. Intelligence is paramount in leadership. To formulate better decisions and set strategic goals and objectives, a leader has to be intelligent enough. Fiedler views stress as the biggest impediment to a leaders success in the organization. A human resource manager should identify intelligent and talented individuals to be placed in the managerial vacancies. Fiedler also states that a leader has to develop a good rapport with the staff. Good relations are a sign that a given employee will perform best w hen placed in certain positions and given the right motivation (Zhou, 2015, p. 723). The theory argues that various factors influence the rationality in decision making such as stress. The theory views stress as the main impediment to a leaders success in the workplace. To further expound on the theory more, Fiedler says that the more cognitively acute an experienced staff is on leadership issues, the more the employee can deal with the impacts of stress in the workplace. To overcome the effect of stress, the leader has to employ command given that only experience can make a good leader flourish even under high-stress levels. The theory views that candidates who are orderly during stressful interviews are likely to make better leaders and managers in the organization. It is crucial for productivity for the organization to employ talented individuals who when they combine work effort, organizational support and their individual attributes there is high job performance. Though there is no universally accepted way of measuring intelligence, the theory insists that intelligence is the main ingredient that well-performing employees have. This theory is particularly useful for placement of employees in higher positions in the organizations. The main issue that limits the high productivity of leaders is stress. When an organization recruits, selects and places an intelligent individual in a given position that suits his or her ability the person is likely to succeed. Intelligent individuals develop the right attributes needed by the job. These people are Conscientious, emotionally stable, extraversion and agreeable. These personal attributes when combined help the leader be a better decision maker. Human resource managers need to test for intelligence during recruitment, selection, and placement to identify the talented and most intelligent employee to join the organization (BaleÃ… ¾entis, BaleÃ… ¾entis and Brauers, 2012, p. 7966). The Cognitive resource theory is important in the placement of employees especially in managerial positions by testing for intelligence in addition to the ability to manage stress plus assessing critical leadership qualities. The Social Cognitive Career Theory (SCCT) The SCCT theory, developed in 1994, aims at explaining three interrelated factors of career development (Ali and Menke, 2014, p. 175). The theory investigates how a person develops academic and career interests, makes educational and career choices in addition to ways of obtaining academic as well as career success. The theory incorporates various concepts from previous career theories. The theory uses factors such as interests, abilities environmental factors, values, norms amongst much more. The theory has a linked variables such as self-efficacy, beliefs, goals and outcome expectations make the foundation for SCCT. The theory impacts the recruitment, selection and placement process in organizations. The theory applies personal beliefs to find suitable employees and professionals. In using the theory, the human resource managers have to be very attentive to capture the beliefs of particular candidates and determine whether the candidates are transparent. Self-efficacy refers to a persons faith regarding their capabilities to perform various tasks. Self- efficacy beliefs differ from both global confidence and self-esteem. The self-efficacy beliefs can change swiftly and are tied to certain activity domains. It is worthy to note that an individual might feel extremely confident in their abilities to accomplish a given task successfully while feeling less confident and enthusiastic about their abilities to be highly productive in certain fields. For example, a scientist is confident when dealing with scientific phenomena but is less confident when placed in social or enterprising line. Self-efficacy beliefs emanate from the following primary sources namely; physiological and emotional states, social persuasion, performance accomplishments and common experiences (Duffy et al., 2014, p. 466). All these factors help shape the belief of a person and determine if the individual will be successful in a given position and not miss. Personal accomplishments which include the successes and failures related to specific tasks offer certain source efficacy information. Different factors interact to form a persons self-efficacy. The reinforcing information and messages, nature of social models and the different forms of physiological states a person experience ultimately affect the persons self-efficacy regarding different performances. A potential employee who has strong beliefs about his or her performance in a given position most likely can make a good employee. When a person has developed strong beliefs regarding a particular a given task, the person is rejuvenated and motivated to succeed. The SCCT also includes the belief regarding outcome expectations. A candidates effort and persistence in an engagement and the ultimate success of the activity are influenced by self-efficacy beliefs and outcome expectations. The theory also includes personal goals and their effect on the productivity of an employee (Michael, Hays and Runyan, 2015, p. 310). An employee whose personal goals are aligned with the goals of the organization will certainly make a productive employee. Self-efficacy mixed with personal goals in addition to individual attributes, motivation, and organizational support will improve job performance. Cognitive Placement Theory for Individual Performance The theory is used to determine individual performances. The theory is mostly used by the human resource departments when determining individual performances who become candidates for management positions. The Cognitive placement theory is useful when an organization needs to promote an individual or when hiring new employees (Cook and Artino, 2016, p. 1000). The employees have to be given a test and assigned to different weights to determine their suitability for the particular position they are being interviewed for. The theory is good as it can minimize biasedness and let the best employee from the bunch to be ranked in the top and land the job. The cognitive placement methodology is popularly used in determining individual performance. The study provides critical information that is necessary for the human resource managers make wise decisions on behalf of the company. The human resource manager has to determine who the best employee among a group of candidates is and if he or sh e is suitable for that position. Candidates who perform well individually will certainly make a productive employee when given the opportunity. The theory is useful in making decisions regarding managerial or leadership positions in the organization. A good and effective manager or leader has to be a high performer thus the need to pass the performance appraisal test. The method of cognitive placement is useful in determining the performance groups among potential employees during recruitment, selection and placement procedure. The cognitive placement line in performance appraisal will create two groups of top performers and bad performers. The top performers are seen as talent managers, and they are the ones likely to take up management positions in the company. The human resource managers assign the performance grades to the employees or candidates into one group. The grades vary from zero to a hundred with the top individual performance ranging from grade 90 to grade 100 while poor performance is assigned the lowest grade of 10. For recruitment and placement purposes, the human resource manager will only be interested with the top individual performer. The candidate is the most suitable to fill the vacant position. The candidate who scores high grades has the required individual attributes that are necessary for high productivity. The top indiv idual performers are regarded as talent managers and thus will help the organization to achieve its set objectives. When a high performing individual is well motivated and has the full support of the organization, he or she will perform well. If the individual is a manger the staff in his department will also perform well due to his abilities and influence. Herzbergs Theory of Motivation The two-factor theory or the dual-factor theory as commonly known, is based on the assumption that the workplace harbors factors that cause dissatisfaction or job satisfaction (Evans and Olumide, 2010, p. 73). Frederick Herzberg believed that the satisfaction and the dissatisfaction of jobs are not dependent on one another. Herzberg states that employees are not contented with satisfying the lower ends or aspects of a job. An employee will always want more in the workplace. The presence of a given position characteristic may act as a motivator towards job satisfaction while in another work set up the presence of that factor may lead to job dissatisfaction. For managers to improve job satisfaction, they must attend equally to both sets of characteristics and create no room for assumption. Herzberg found that job satisfaction is dependent upon achieving certain factors beyond the common job factors such as minimum wage rate. Herzberg then developed criteria to group all the factors tha t lead to job satisfaction and dissatisfaction into two groups namely Motivators and Hygiene Factors. The motivators give rise to intrinsic conditions such as recognition and personal growth. The motivators help employees to achieve job satisfaction. The motivators include; challenging work, involvement in the decision-making process, added job responsibilities and recognition for achievements made. On the other hand, the hygiene factors include salary, good pay, and status and job security (Vevoda et al., 2011). The hygiene factors do not lead to job satisfaction and higher motivation to the employee instead they serve as maintenance factors. According to psychologist Herzberg, these hygiene factors are responsible for job dissatisfaction in a workplace. Tony like every other employee is compensated well, but the job lacks motivators. Tony tells Shirley that all aspects of the work are okay but he lacks decision-making powers and the repetitive tasks were now boring to him. Though Tony is not well motivated, he would still come to work and do the little he can since payment is the s ame eliminating the need for hard work. Shirley needs to revolutionize the job setting to motivate Tony. Shirley needs to initiate job rotation and job specification to kill the boredom in addition to involving Tony in the decision-making process. Shirley should also develop policies to recognize top performers. This will motivate other employees like Tony to work harder and be recognized. Expectancy Theory of Motivation The expectancy theory was developed in 1964 by Victor Vroom from Yale Management School (Ball et al., 2016, p. 620). The theory focuses on outcomes and not on needs like most motivational theories. The motivation of an employee is an outcome of how hard an employee wants a given reward, expectancy and the belief that the performance will give rise to reward. The theory has three main aspects namely the valence, expectancy, and instrumentality. The valence refers to the reward that makes the employee engage in a given set of activities. Valence is an expected outcome of the activities and not the actual outcome of undertaking the activities. The expectancy is the belief and faith that if the employee exerts greater effort than before, the performance will be better. Many factors influence the expectancy, for example, the technical skills needed for the job and the availability of resources, information, and the support the management is offering the employees. Instrumentality is the b elief that high performance will result in better outcomes. When an employee engages in an activity they expect that there will be something in return though they have a guess of what it may be, they are not sure of the reward. The relationship between effort and performance revolves around the staffs recognition chnces. The relationship between performance and reward aims at talking about the extent to which getting a good performance evaluation will lead to firms goals. Rewards and personal goals relationship focuses on the value of the reward. The theory believes that an employee can decide to perform well or not. The staffs motivational level is influenced by expectancy, instrumentality, and valence. For Tony, there is no recognition in the workplace, the tasks are repetitive thus boring, and he had no control of the job due to the close supervision i.e. no job autonomy. In using the expectancy theory, the best way to motivate Tony is by setting personal targets and achievements. Tony needs to be given job autonomy to work hard and reach the set targets. When the objectives are met, it is up to the management of the organization to recognize such good performances and offer incentives in return. The bes t way to motivate Tony is by relating rewards directly to performance. Conclusion Different organizations motivate their employees differently. To properly motivate employees such as Tony, the organization needs to understand what aspects of the job are lagging behind (Yun et al., 2014, p. 735). Personality traits play a bigger role in recruitment, selection, and placement. A good candidate should have the right personality that suits the particular position. For organizations to succeed, they have to motivate the employees. 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