VROOM’S THEORY OF EXPECTANCY
Figure 1:Expectancy Theory
(Source - Lingle, 2015)
The Expectancy Theory of Motivation is best described as a process theory. With research pioneered by Edward C. Tolman and continued by Victor H. Vroom, Expectancy Theory provides an explanation of why individuals choose one behavioral option over others. The idea with this theory is that people are motivated to do something because they think their actions will lead to their desired outcome (Redmond, 2009). "Expectancy theory proposes that work motivation is dependent upon the perceived association between performance and outcomes and individuals modify their behavior based on their calculation of anticipated outcomes" (Chen & Fang, 2008). In other words, it can help explain why a person performs at a particular level. This has a practical and positive potential of improving motivation because it can, and has, helped leaders create motivational programs in the workplace. This theory provides the idea that an individual's motivation comes from believing they will get what they desire in the form of a reward. "Although the theory is not "all inclusive" of individual motivation factors, it provides leaders with a foundation on which to build a better understanding of ways to motivate subordinates" (AETC, 2008).Today, Expectancy Theory plays a central role in how companies determine what will motivate their employees to be effective and enthusiastic about their work (Lingle, 2015).
According to Lawler et.al (2009), the theory states that individuals have different sets of goals and can be motivated if they believe that:
- There is a positive correlation between efforts and performance.
- Favorable performance will result in a desirable reward.
- The reward will satisfy an important need.
The desire to satisfy the need is strong enough to make the effort worthwhile (Lawler et.al, 2009).
This theory was meant to take into account differences in motivation levels within an individual from task to task, therefore most studies have of Expectancy Theory have been conducted using within-subject designs rather than between-subject designs (PSUWC, 2015). As shown in the Figure 2, Expectancy theory studies the source of motivation through the functions of valence, instrumentality, and expectancy. This is called the VIE theory (Lingle, 2015).
Figure 2:VIE Theory
Expectancy
Vroom’s definition of expectancy is, “a momentary belief concerning the likelihood that a particular act will be followed by a particular outcome” (Lingle, 2015). In other words, a person is willing to work harder, be more motivated, if they know what they are trying to accomplish can be achieved. In short, expectancy is the link between effort and performance. Expectancy can be influenced by many factors, including ability, interest, past history, and the constraints of the situation (PSUWC, 2015).
Expectancy can be described as the belief that higher or increased effort will yield better performance. This can be explained by the thinking of "If I work harder, I will make something better".
Conditions that enhance expectancy include having the correct resources available, having the required skill set for the job at hand, and having the necessary support to get the job done correctly(Redmond, 2016).
Instrumentality
Instrumentality can be referred to as an outcome-outcome association (Eerde & Thierry, 1996). Instrumentality is the link between expectancy and valence in that the modification in behavior leads to an outcome that allows the person to achieve the desired goal (outcome-outcome). That is to say because the person worked harder, s/he became more motivated (outcome 1) and was ultimately promoted (outcome 2), which was the desired goal. Furthermore, since the principles of this theory are cognitive in nature, the beliefs that a person has are merely contingencies. Belief in these contingencies is all that is needed, not the occurrence of such contingencies.
Valence
Valence means "value" and refers to beliefs about outcome desirability (Redmond, 2010). There are individual differences in the level of value associated with any specific outcome. For instance, a bonus may not increase motivation for an employee who is motivated by formal recognition or by increased status such as promotion. Valence can be thought of as the pressure or importance that a person puts on an expected outcome (Redmond, 2016). Valence can be both positive and negative. For example, an employee can be afraid of being transferred, this is negative valence, however, once he or she is transferred, she may like her new boss, workplace, and employees better and be thankful for the transfer. That transfer is now a positive valence. (PSUWC, 2015)
Vroom suggests that expectancies, instrumentalities, and valences interact psychologically within an individual’s beliefs to create a motivational force which in turn influences behavior. Further, Vroom maintains that when deciding among behavioral options, individuals select the option with the greatest motivation forces(Estes & Polnick, 2012). Vroom concludes that the force of motivation in an employee can be calculated using the formula: Motivation = Valence*Expectancy*Instrumentality
Figure 3: Formula of Expectancy Theory
(Source - Redmond, 2016)
The locus of control is different for incentives and motivation. Motivation is intrinsic control where incentives are extrinsically controlled by people in the organization (Mathibe, 2011). If a worker perceives that joining a union will be of low cost to them (low effort), then the worker might decide that they have the means to join. For instance, if a union is already in place (instrumentality), and what the union offers in pay and/or benefits is perceived as valuable (valence), the worker will be more motivated to join or remain a member of a union (Barling et.al, 1992).
I am working at an IT company and they use Expectancy Theory to boost the motivation of the employees. From time to time they hold small competitions between employees and give rewards to the winners. And other that than they set weekly tasks for each and every team and the teams who finish those tasks in the given timeline also gets rewards. Not always money, but vacations, dinner out sponsored by the company or trips. This way they have managed to boost up the motivation of the employees successfully.
References
Barling, J. Fullagar, C. & Kelloway, E.K. (1992), The union and it's members: A psychological approach.
Chen, Y. & Fang, W., (2008), The moderating effect of impression management on the organizational politics performance relationship. Journal of Business Ethics, 79(3).
Department of the Air Force College for Enlisted Professional Military Education (AETC) (2008). Noncommissioned Officer Academy Student Guide: Unit Manager Attribute, Volume 1.
Eerde, W.V. & Thierry, H. (1996). Vroom's expectancy models and work-related criteria: A meta-analysis. Journal of Applied Psychology, 81(5), pp.575.
Estes, B. & Polnick, B., (2012), Examining Motivation Theory in Higher Education: An Expectancy Theory Analysis of Tenured Faculty Productivity, pp.3
Lawler, E., Porter. L., & Vroom, V. (2009). Motivation and management Vroom's expectancy theory. Value Based Management Website. Viewed on 9 May 2021, <http://www.valuebasedmanagement.net/methods_vroom_expectancy_theory.html>
Lingle, F.A., (2015), Spring 2015 Expectancy Theory, Viewed on 9 May 2021, <https://wikispaces.psu.edu/display/PSYCH484/Spring+2015+Expectancy+Theory>
Mathibe, I.R., (2008), Expectancy Theory and its implications for employee motivation, Academic Leadership Journal, 6(3).
Pennsylvania State University World Campus (PSUWC) (2015), Lesson 4: Expectancy Theory: Is there a link between my effort and what I really Want?PSYCH484: Work Attitudes and Motivation.
Redmond, B.F., (2016), Expectancy Theory Overview, Viewed on 10 May 2021, <https://wikispaces.psu.edu/display/PSYCH484/4.+Expectancy+Theory>
Agreed Indeevari, Vrooms expectancy theory suggests that individuals will be motivated when they know their efforts will lead to performance . However, the drawback of this theory is that it shows 'only the conceptual determinants of motivation and how they are related and does not provide specific suggestions on what motivates organizational members' (Luthans, 1989 as cited in Suciu, 2013).
ReplyDeleteFurther, due to the reason that appraisals are based on performance, the tech employees dedicate themselves towards work, with the expectation of acquiring new skills by doing challenging work, as passion for learning new technologies and skills is a norm in the highly innovative information technology sector according to Banerjee (2018).
DeleteThis is a comprehensive article. Vroom's expectancy approach gives a method of cognitive factors that indicates specific variations in employment motive. Further, workers are intelligent personalities whose opinions, thoughts, and likelihood judgments impact their performances. From a director's viewpoint, the Vroom's expectancy has significant involvements in driving workers in the office environment to motivate employees (Miner, 2005)
ReplyDeleteAgree with your comment. According to Baciu (2017), Vroom’s expectancy theory explains the relationship between employees efforts which affect on job performances and the rewards are depend on the extent of performances.
DeleteI Agree indeevari, The three models expectancy, instrumentality and valence are based on expectation. First employee expect a specific vision to attain, second to achieve the vision employee should put utmost effort in pursuit the vision, which increases the performance and finally the increased performance lift employee to achieve the ultimate goal (Fang, 2008).
ReplyDeleteAdding to your comment, Lunenburg, (2011) explains that Vroom’s theory provides a process of cognitive variables that reflects individual differences in work motivation. In this model, employees do not act simply because of strong internal drives, unmet needs, or the application of rewards. Instead, they are rational people whose beliefs, perceptions, and probability estimates influence their behavior.
DeleteOf course Indeevari, the expectancy theory is one of the theories on motivation which states that the behavior of an employee depends on the expected outcome of the act (Varma, 2017). Furthermore, elements of the expectancy theory includes goals, unlocking potential, effort, equity and performance (Mathibe, 2008).
ReplyDeleteAgreed on your comment. Adding to that, expectancy is the belief of an employee, that they believe increasing efforts shall increase the performance and bring up higher output (Isaac, Zerbe and Pitt, 2001). In IT sector, other than the normal working hours engineers tend to work late and work on irregular working hours shows that they are always set their maximum efforts to convey their performance levels up and complete their targets on time since their appraisals are all performance based. However, expectancy depending few factors like job skills, resources to perform the job and support and supervision by the team and the managers (Yung Chou and Pearson, 2012)
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