Though, numbers of researchers have argued that a unified theoretical analysis of motivation

in organisations would be highly desirable, but that it is difficult and quite impossible to
achieve. Simply put no one theory can be applied to every individual in every situation.
According to the Schein E. H. (1993), in an organisation managers must be aware of the
density of human motivation and about the dynamic processes which occur as the person
enters into an organisation and started his career being a member of an organisation. As per
my opinion, while the theories of Maslow, Herzberg, Hackman, McGregor, Alderfers and
McClelland all bear significance to the problem which had faced by Diamond Manufacturing
they are not truly applicable in this case.

Victor Vroom in 1964 has proposed a theory on motivation and of all the fundamentally
based theories of motivation I feel that the Vroom’s “Expectancy Theory” is most relevant in
this situation. Professor Vroom is an authority on the psychological analysis of behaviour in
organisations, particularly on leadership and decision making (www.mba.yale.edu.com).
Porter and Lawler have also developed his theory. According to the Vroom's Expectancy
Model, it suggests that people choose certain behaviours because they anticipate that these
will lead to one or more desired outcomes otherwise behaviours will lead to adverse
outcomes. Porter and Lawler’s work has developed this theory into its current state and scope
and complexity which has grown more appreciably. I feel that this theory best expresses the
die-cutters resistance to the implementation of the new production method.

There is traditional frame of mind which was regularly implemented by managers can be
summed up as “Man is primarily motivated by economic incentives and will do that which
gets him the greatest economic gain” (Schein E. H., 1993). This idea is further explains by
McGregors theory X which theory he describes man as “…inherently lazy and must therefore
be motivated by outside incentives”. Managers must also note that apart from financial gain
there are a number of other factors which have an effect on human motivation; in this contrast
McClelland’s theory highlights the need for achievement, power and affiliation, and this is
just only an example of the vast range of factors that affect motivation in the workplace. But
Vroom's Expectancy Model suggests that people choose certain behaviours because they
expect that particular behaviours will lead to one or more desired outcomes and that other
behaviours will lead to unwanted outcomes. Its basis centres on the natural human belief that
effort will be rewarded, and it highlights the outcome when hard work does not bring its just
fruits. The theory identifies three significant expectations that individuals should bring to the
workplace, “Expectancy, Instrumentality and Valence”. The combination of all these factors
provides a useful tool in work situations.