Vroom's expectancy theory of motivation proposes that an individual's level of motivation depends on the expected outcomes of different behaviors and the value that the individual places on those outcomes. There are three key elements: expectancy, that effort will lead to performance; instrumentality, that performance will lead to outcomes; and valence, the value the individual places on the outcomes. Motivational force is the product of expectancy, instrumentality, and valence - individuals will be motivated to put in the highest effort for the option with the greatest motivational force. The theory suggests that managers can motivate employees by understanding what outcomes employees value and ensuring efforts lead to those valued outcomes.

1. VROOM’S
EXPECTANCY
THEORY OF
MOTIVATION

2. INTRODUCTION
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.
 Expectancy theory is, “A person will be motivated to put forth a
higher level of effort if they believe their efforts will result in higher
performance and thus, better rewards.”
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3. ELEMENTS OF
EXPECTANCY THEORY
EXPECTANC
Y
INSTRUMENTALIT
Y
VALENCE
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4. 1) Expectancy – the level of effort an employee is willing to
exert in hopes that the increased effort will result in
better performance.
2) Instrumentality – the belief that if you perform well, then
a valued outcome will be received.
3) Valence – the importance that the individual places
upon the expected outcome.
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5. MOTIVATIONAL FORCE (MF) =
EXPECTANCY X INSTRUMENTALITY X
VALENCE
When deciding among behavioural options, individuals select the
option with the greatest amount of motivational force (MF).
Examples of valued outcomes in the workplace include, pay
increases and bonuses, promotions, time off, new assignments,
recognition, etc.
If management can effectively determine what their employee
values, this will allow the manager to motivate employees in order to
get the highest result and effectiveness out of the workplace.
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6. Isha Joshi - MIB

7. EXAMPLE – SITUATION 1
Mr. X (manager) gave employee I some projects
to complete. She did the work properly and
completed it on time.
Result – Employee I is very happy because her
boss acknowledged her hard work. The more
projects she gets, the more rewards she will
receive.
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8. EXAMPLE – SITUATION 1
Mr. X (manager) gives employee I some projects
to complete and instead of completing them, she
keeps gossiping and doesn’t complete her work.
Mr. X gets very disappointed and tells her that if
she continues this behaviour, he will not let her
handle any more projects.
Result – She is very sad with her performance
and worried that she might never gain her boss’s
trust again.
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9. Based on these two situations, we
can conclude that employees who
have high effort in doing their job
will be rewarded and
acknowledged by the employer.
Isha Joshi - MIB