Expectancy theory proposes that individuals are motivated when they believe their efforts will lead to positive outcomes. The theory was developed by Victor Vroom and is based on three variables: valence, expectancy, and instrumentality. Valence refers to how much value an individual places on a reward. Expectancy is the belief that effort will lead to performance. Instrumentality is the belief that performance will lead to rewards. Motivation is highest when an individual believes high effort will result in good performance and rewards. Managers can enhance motivation by linking rewards closely to performance and providing training to improve employee capabilities.
The presentation on Equity theory of Motivation starting with history, the theory, inputs and outputs followed by consequences of inequity gives you the detailed view of Equity theory.
Best for students, trainers, employees, etc.
The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964. Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. The theory states that the intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the individual.
The Expectancy theory states that employee’s motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). In short, Valence is the significance associated by an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. Expectancy is the faith that better efforts will result in better performance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job.
Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is affected by factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of relationship between performance and outcomes. Thus, the expectancy theory concentrates on the following three relationships:
• Effort-performance relationship: What is the likelihood that the individual’s effort be recognized in his performance appraisal?
• Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards.
• Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual.
Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employee’s motivation level which in turn depends on three factors of expectancy, valence and instrumentality.
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outcomes) with those of the other people in the same or other firms.
Motivation Theories (Maslow's Hierarchy of Needs, Taylor's Scientific Managem...Project Student
Business Studies - Motivation Theories
There are 4 motivation theories that are explained in this presentation. Herzberg's Two Factory, Maslow's Hierarchy of needs, Mayo's Human Relations and Taylor's Scientific Management. The theories are explained, advantages and disadvantages along with images and definitions. ALSO, the 3 types of management systems are explained (autocratic, paternalistic and democratic)
The presentation on Equity theory of Motivation starting with history, the theory, inputs and outputs followed by consequences of inequity gives you the detailed view of Equity theory.
Best for students, trainers, employees, etc.
The expectancy theory was proposed by Victor Vroom of Yale School of Management in 1964. Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. The theory states that the intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the individual.
The Expectancy theory states that employee’s motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performance will lead to reward (Instrumentality). In short, Valence is the significance associated by an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. Expectancy is the faith that better efforts will result in better performance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support for completing the job.
Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is affected by factors such as believe in the people who decide who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of relationship between performance and outcomes. Thus, the expectancy theory concentrates on the following three relationships:
• Effort-performance relationship: What is the likelihood that the individual’s effort be recognized in his performance appraisal?
• Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards.
• Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual.
Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employee’s motivation level which in turn depends on three factors of expectancy, valence and instrumentality.
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outcomes) with those of the other people in the same or other firms.
Motivation Theories (Maslow's Hierarchy of Needs, Taylor's Scientific Managem...Project Student
Business Studies - Motivation Theories
There are 4 motivation theories that are explained in this presentation. Herzberg's Two Factory, Maslow's Hierarchy of needs, Mayo's Human Relations and Taylor's Scientific Management. The theories are explained, advantages and disadvantages along with images and definitions. ALSO, the 3 types of management systems are explained (autocratic, paternalistic and democratic)
Part of my Motivation Series, this presentation explains what Expectancy Theory is and how you can effectively apply it in your own life or in the lives of those you manage. It helps take a potentially "soft" topic and turn it into actionable steps.
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management.
It;s pros and con.
Cognitive Process Theories of MotivationFew of us would deny th.docxmonicafrancis71118
Cognitive Process Theories of Motivation
Few of us would deny that our conscious thoughts play a role in how we
behave. A second group of motivation theories, called cognitive process theories,
recognizes this and argues that motivation is based on a person’s thoughts and
beliefs (or cognitions). These theories are sometimes referred to as process theo-
ries because they attempt to explain the sequence of thoughts and decisions that
energize, direct, and control behavior.
Cognitive motivation theories have direct relevance to HRD. Most HRD
programs include attempts to change employee behavior by influencing their
thoughts, beliefs, and attitudes. Learning, which lies at the heart of HRD, is
often seen as a cognitive process (learning is discussed in Chapter 3). We can
do a better job of designing and implementing HRD programs if we understand
how employees’ thoughts and beliefs affect their behavior. In the following sec-
tion, we briefly review four cognitive theories of motivation: expectancy theory,
goal-setting theory, social learning theory, and equity theory. Each theory has
relevance for the practice of HRD.
Expectancy Theory. Expectancy theory, first proposed by Victor Vroom, assumes
that motivation is a conscious choice process.57 According to this theory, people
choose to put their effort into activities they believe they can perform that will
produce desired outcomes. Expectancy theory argues that decisions about which
activities to engage in are based on the combination of three sets of beliefs: expec-
tancy, instrumentality, and valence.
Expectancy beliefs reflect an individual’s judgment of whether applying (or
increasing) effort to a task will result in its successful accomplishment. Stated
another way, people with high expectancy believe that increased effort will lead
to better performance, but people with low expectancy do not believe that their
efforts, no matter how great, will affect their performance. All things being equal,
people should engage in tasks for which they have high expectancy beliefs.
The second belief, instrumentality, is a judgment about the connection the
individual perceives (if any) between task performance and possible outcomes.
Making an instrumentality judgment entails asking the question, “If I perform
this task successfully, is it likely to get me something I want (or something I
don’t want)?” Instrumentality ranges from strongly positive (the individual is cer-
tain that performing a task will lead to a particular outcome), through zero (the
individual is certain there is no relationship between performing the task and the
occurrence of a particular outcome), to strongly negative (the individual is cer-
tain that performing a certain task will prevent a particular outcome from
occurring).
The third belief important to expectancy theory is valence. Valence refers to the
value the person places on a particular outcome. Valence judgments range from
strongl.
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
Maslow’s-Hierarchy of Needs Theory Alderfer's ERG Theory McClelland’s Theor...Shilpi Arora
Maslow’s-Hierarchy of Needs Theory
Alderfer's ERG Theory
McClelland’s Theory of Needs
Herzberg's Two Factor Theory
Carrot and Stick Theory
Vroom’s Expectancy Theory
Equity Theory
2. Points Covered
An overview of expectancy theory
How expectancy theory relates to the
work environment
How expectancy theory relates to
being a manager
3. What is it?
The expectancy theory says that
individuals have different sets of goals
and can be motivated if they have
certain expectations.
4. Fancy Version
As we are constantly predicting likely futures, we
create expectations about future events. If things
seem reasonably likely and attractive, we know how
to get there and we believe we can make the
difference then this will motivate us to act to make
this future come true.
5. Simple Version
In other words, if people expect a positive and
desirable outcome, they will usually work hard to
perform at the level expected of them.
6. Who Came up With It?
This theory is about choice, it explains the processes
that an individual undergoes to make choices. In
organizational behavior study, expectancy theory is
a motivation theory first proposed by Victor Vroom
of the Yale School of Management.
7. How Does it Differ From
Other Motivational Theories?
The expectancy theory of motivation suggested by
Vroom, unlike Maslow and Herzberg, does not
concentrate on needs, but rather focuses on
outcomes.
Whereas Maslow and Herzberg look at the
relationship between internal needs and the
resulting effort expended to fulfill them, Vroom
separates effort, which arises from motivation,
performance, and outcomes.
8. Vroom Vroom!
Vroom, hypothesizes that in order for a person to be
motivated that effort, performance and motivation
must be linked.
Vroom suggested that the relationship between
people’s behavior at work and their goals was not as
simple as was first imagined by other scientists.
Vroom realized that an employee’s performance is
based on individual factors such as personality,
skills, knowledge, experience and abilities.
9. Employee Expectancy Factors
A number of factors can contribute to an employee’s
expectancy perceptions:
• The level of confidence in the skills required for the
task
• The amount of support that may be expected from
superiors and subordinates
•The quality of the materials and equipment
• The availability of pertinent information.
10. Vroom’s Expectancy
Theory Variables
Vroom’s Expectancy Theory is based upon three
variables-
Valence
Expectancy
Instrumentality
11. Valence
“Is the outcome I get of any value to me?”.
It refers to the emotional orientations which people
hold with respect to outcomes [rewards]. The depth
of the want of an employee for extrinsic [money,
promotion, free time, benefits] or intrinsic
[satisfaction] rewards.
Management must discover what employees
appreciate.
12. Expectancy
“I am able to complete the actions”.
Expectancy refers to the strength of a person’s belief
about whether or not a particular job performance is
attainable.
13. Expectancy Continued…
Assuming all other things are equal, an employee
will be motivated to try a task, if he or she believes
that it can be done. This expectancy of performance
may be thought of in terms of probabilities ranging
from zero (a case of “I can’t do it!”) to 1.0 (“I have no
doubt whatsoever that I can do this job!”). Management
must discover what resources, training, or
supervision the employees need.
14. Instrumentality
The belief that “if I complete certain actions then I will
achieve the outcome”.
In other words, it is the belief that if you perform
well that a valued outcome will be received i.e. “if I
do a good job, there is something in it for me”.
Management must ensure that promises of rewards
are fulfilled and that employees are aware of that.
15. Instrumentality Rating
Instrumentality may range from a probability of 1.0
(meaning that the attainment of the second outcome,
the reward, is certain if the first outcome, excellent
job performance, is attained) through zero (meaning
there is no likely relationship between the first
outcome and the second).
For Example: Commission pay schemes are designed to
make employees perceive that performance is positively
instrumental for the acquisition of money.
16. Instrumentality is affected by:
1. Clear understanding of the relationship between
performance and outcomes – e.g. the rules of the
reward ‘game’
2. Trust in the people who will take the decisions on
who gets what outcome
3. Transparency of the process that decides who gets
what outcome
17. What Does That Mean?
Vroom says the product of these variables is the
motivation and suggests that an employee’s beliefs
about Expectancy, Instrumentality, and Valence
interact psychologically.
In this way they create a motivational force, such
that the employee will act in a way that brings
pleasure and avoids pain.
18. Calculating Motivation
This force can be ‘calculated’ via a formula:
Motivation = Valence x Expectancy (Instrumentality).
This formula can be used to indicate and predict
things as: job satisfaction, occupational choice, the
likelihood of staying in a job, and the effort that one
might expend at work.
19. The Expectancy Formula
Discussion Question #1-
If EP x PR x V(R) = MF, then what amount of
motivational force is required to achieve a PR
instrumentality rating of 6.78?
20. The Expectancy Theory
Equation
If we trust this relationship between expectation and outcome,
then motivating people should come down to three things:
1. Effort – encouraging the belief that making more effort will
improve performance.
2. Performance – encouraging the belief that a high level of
performance will bring a good reward.
3. Outcome – making sure that the reward is attractive.
When these variables are high, we expect motivation to be high:
The formula is quite simple. The tricky part is creating, and
maintaining, a strong link between high effort and high
performance.
21. What this Theory is all
About
This theory of motivation is not about self-interest in
rewards but about the associations people make
towards expected outcomes and the contribution
they feel they can make towards those outcomes.
22. What Else Can
Managers Do With This?
In order to enhance the performance-outcome aspect,
managers should use systems that tie rewards very
closely to performance.
In order to improve the effort-performance feature,
managers should engage in training to improve their
capabilities and improve their belief that added
effort will in fact lead to better performance.