Expectancy theory is a motivation theory proposed by Victor Vroom that says individuals are motivated to make choices that they believe will result in desirable outcomes. The theory is based on three variables: valence, which is the value an individual places on a reward; expectancy, which is an individual's belief that they are capable of performing to a level to attain a reward; and instrumentality, which is the belief that good performance will lead to an expected reward. According to expectancy theory, motivation is highest when an individual believes a reward is valuable, they are able to perform well enough to receive it, and that their performance will directly result in receiving the reward.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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Expectancy theory
1. 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.
2. The expectancy theory says that
individuals have different sets of goals
and can be motivated if they have certain
expectations..
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.
3. In other words, if people expect a
positive and desirable outcome,
they will usually work hard to
perform at the level expected of
them.
4. 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.
6. “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.
7. “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.
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.
8. 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”.
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).
