Logan is an employee who processes health insurance forms. Initially he was criticized by his supervisor for sloppy work, but thereafter he improved considerably. Now he consistently processes his forms without errors and even does more than his fair share of work. However, Logan's supervisor has not responded to the extra effort he has put in, giving him no praise, monetary, or other benefits or perks. This leads Logan to believe that his supervisor is biased against him. According to the expectancy theory, in this situation, there is a problem in the ________ relationship

Question

BlackTom AI · Accepted Answer

Consider the scenario through the lens of expectancy theory, which focuses on the connections between effort, performance, and rewards.
Option: rewards- goals. This pairing suggests a link between rewards and goals, but the issue here is not about setting or aligning goals with rewards; it’s about whether good performance leads to rewards. So this option misses the core problem in the performance-to-outcome linkage.
Option: performance-reward. This choice highlights the expected connection between how well someone performs and the rewards they receive. In the vignette, Logan has improved his performance but receives no praise or rewards, which would indicate a breakdown in instrumentality—the belief that performance will lead to outcomes. This matches the described problem where Logan perceives bias due to lack of contingent rewards.
Option: performance-achievement. This suggests a link between performance and achieving certain outcomes, or perhaps leveling up toward achievement standards. The description doesn’t center on achieving a status or milestone per se; it centers on whether improved performance is rewarded, so this is not the best fit.
Option: performance-awareness. This implies that performance should lead to awareness or recognition, but the core issue is about the presence or absence of rewards following good performance, not awareness per se.
Option: performance-objectives. This would involve tying performance to specific objectives, whereas the case emphasizes the reward (or lack thereof) after performance, i.e., the reward expectancy, not objective setting itself.
In summary, the critical mismatch in the scenario is between performance and the expected rewards (instrumentality). The other options shift the focus to goals, achievement, awareness, or objectives rather than the essential performance-to-reward link described by expectancy theory.

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