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    Topic - Vroom Expectancy Theory

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    Aira Shynne Aspera
    Vroom's Expectancy Theory from 1964 proposes that motivation is a process governed by choices between alternative behaviors. It is determined by three factors: expectancy (effort leads to performance), instrumentality (performance leads to rewards), and valence (rewards are valued). Motivation is the product of these three factors - if any is zero, motivation is zero. The theory aims to explain how people choose actions and concentrates on the relationships between effort and performance, performance and rewards, and rewards and personal goals. It has advantages of emphasizing expectations, perceptions, and rewards, but limitations in not always correlating performance and rewards in practice.

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    Topic - Vroom Expectancy Theory

    Uploaded by

    Aira Shynne Aspera
    81 views2 pages
    Vroom's Expectancy Theory from 1964 proposes that motivation is a process governed by choices between alternative behaviors. It is determined by three factors: expectancy (effort leads to performance), instrumentality (performance leads to rewards), and valence (rewards are valued). Motivation is the product of these three factors - if any is zero, motivation is zero. The theory aims to explain how people choose actions and concentrates on the relationships between effort and performance, performance and rewards, and rewards and personal goals. It has advantages of emphasizing expectations, perceptions, and rewards, but limitations in not always correlating performance and rewards in practice.

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    Vroom's Expectancy Theory from 1964 proposes that motivation is a process governed by choices between alternative behaviors. It is determined by three factors: expectancy (effort leads to performance), instrumentality (performance leads to rewards), and valence (rewards are valued). Motivation is the product of these three factors - if any is zero, motivation is zero. The theory aims to explain how people choose actions and concentrates on the relationships between effort and performance, performance and rewards, and rewards and personal goals. It has advantages of emphasizing expectations, perceptions, and rewards, but limitations in not always correlating performance and rewards in practice.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    81 views2 pages

    Topic - Vroom Expectancy Theory

    Uploaded by

    Aira Shynne Aspera
    Vroom's Expectancy Theory from 1964 proposes that motivation is a process governed by choices between alternative behaviors. It is determined by three factors: expectancy (effort leads to performance), instrumentality (performance leads to rewards), and valence (rewards are valued). Motivation is the product of these three factors - if any is zero, motivation is zero. The theory aims to explain how people choose actions and concentrates on the relationships between effort and performance, performance and rewards, and rewards and personal goals. It has advantages of emphasizing expectations, perceptions, and rewards, but limitations in not always correlating performance and rewards in practice.

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    Topic: Vroom’s Expectancy Theory (1964)

    1st slide

    - The expectancy theory places an emphasis on the process and on the content of motivation as well,
    and it integrates needs, equity and reinforcement theories.

    - Aims to explain how people choose from the available actions.

    - Motivation as a process that governs our choices among alternative forms of voluntary behaviour. The
    basic rationale of this theory is that motivation stems from the belief that decisions will have their
    desired outcomes.

    2nd

    Three factors of motivation to engage in an activity

    1. Expectancy

    - a person’s belief that more effort will result in success. If you work harder, it will result in better
    performance.

    2. Instrumentality

    - The person’s belief that there is a connection between activity and goal. If you perform well, you will
    get reward.

    3. Valence

    - the degree to which a person values the reward, the results of success.

    3rd

    Vroom supposes that expectancy, instrumentality and valence are multiplied together to determine
    motivation. This means that if any of these is zero, then the motivation to do something will be zero as
    well.

    4th

    The expectancy theory concentrates on the following three relationships:

    a. Effort-performance relationship

    : What is the likelihood that the individual’s effort be recognized in his performance appraisal?

    b. Performance-reward relationship

    : It talks about the extent to which the employee believes that getting a good performance
    appraisal leads to organizational rewards.

    c. Rewards-personal goals relationship


    : It is all about the attractiveness or appeal of the potential reward to the individual.

    5th

    Advantages of the Expectancy Theory

    • It is based on self-interest individual who want to achieve maximum satisfaction and who wants to
    minimize dissatisfaction.

    • This theory stresses upon the expectations and perception; what is real and actual is immaterial.

    • It emphasizes on rewards or pay-offs.

    • It focuses on psychological extravagance where final objective of individual is to attain maximum


    pleasure and least pain.

    6th

    Limitations of the Expectancy Theory

    The expectancy theory seems to be idealistic because quite a few individuals perceive high
    degree correlation between performance and rewards.

    The application of this theory is limited as reward is not directly correlated with performance in
    many organizations. It is related to other parameters also such as position, effort, responsibility,
    education, etc.

    7th

    Implications of the Expectancy Theory

    • The managers can correlate the preferred outcomes to the aimed performance levels.

    • The managers must ensure that the employees can achieve the aimed performance levels.

    • The deserving employees must be rewarded for their exceptional performance.

    • The reward system must be fair and just in an organization.

    • Organizations must design interesting, dynamic and challenging jobs.

    • The employee’s motivation level should be continually assessed through various techniques such as
    questionnaire, personal interviews, etc.

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