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    VROOMSEXPECTANCYTHEORYOFMOTIVATION Muteeb

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    Indrashis Mandal
    Vroom's expectancy theory of motivation proposes that an individual's motivation to perform is based on three factors: how much they value a reward (valence), their belief that efforts will lead to good performance (expectancy), and their belief that good performance will result in a reward (instrumentality). The theory is useful for leaders to understand employee motivation and ensure they provide valued rewards for achievable objectives. However, the theory has limitations in that motivation is not always directly correlated to performance or rewards in organizations.

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    VROOMSEXPECTANCYTHEORYOFMOTIVATION Muteeb

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    Indrashis Mandal
    21 views8 pages
    Vroom's expectancy theory of motivation proposes that an individual's motivation to perform is based on three factors: how much they value a reward (valence), their belief that efforts will lead to good performance (expectancy), and their belief that good performance will result in a reward (instrumentality). The theory is useful for leaders to understand employee motivation and ensure they provide valued rewards for achievable objectives. However, the theory has limitations in that motivation is not always directly correlated to performance or rewards in organizations.

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    Vroom's expectancy theory of motivation proposes that an individual's motivation to perform is based on three factors: how much they value a reward (valence), their belief that efforts will lead to good performance (expectancy), and their belief that good performance will result in a reward (instrumentality). The theory is useful for leaders to understand employee motivation and ensure they provide valued rewards for achievable objectives. However, the theory has limitations in that motivation is not always directly correlated to performance or rewards in organizations.

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    Download as PDF, TXT or read online from Scribd
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    21 views8 pages

    VROOMSEXPECTANCYTHEORYOFMOTIVATION Muteeb

    Uploaded by

    Indrashis Mandal
    Vroom's expectancy theory of motivation proposes that an individual's motivation to perform is based on three factors: how much they value a reward (valence), their belief that efforts will lead to good performance (expectancy), and their belief that good performance will result in a reward (instrumentality). The theory is useful for leaders to understand employee motivation and ensure they provide valued rewards for achievable objectives. However, the theory has limitations in that motivation is not always directly correlated to performance or rewards in organizations.

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    © All Rights Reserved
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    VROOM'S EXPECTANCY THEORY OF MOTIVATION

    Presentation · December 2022

    CITATIONS READS
    0 15,605

    1 author:

    Mohd Irfan Wani


    University of Kashmir
    11 PUBLICATIONS 0 CITATIONS

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    All content following this page was uploaded by Mohd Irfan Wani on 02 December 2022.

    The user has requested enhancement of the downloaded file.


    VROOM’S EXPECTANCY THEORY OF
    MOTIVATION
    • Victor Harold Vroom (born August 9, 1932,in Montreal,Quebec, Canada) is a
    business school professor at the Yale School of Management.
    • Vroom's primary research was on the theory of motivation, that I am going
    to discuss,attempts to explain why individuals choose to follow certain
    courses of action and prefer certain goals or outcomes over others in
    organizations, particularly in decision-making and leadership.
    WHAT THIS THEORY SAYS?

    • Victor Vroom’s expectancy theory of motivation is also called


    Process Theory of Motivation. It says that an individual’s
    motivation is affected by their expectations about the future.
    • Specifically,Vroom says that an individual’s motivation is affected
    by how much they value any reward associated with an action
    (Valence),how much they believe that by putting effort into
    something they will be able to generate good results
    (Expectancy) and how much they believe that generating good
    results will result in a reward (Instrumentality).
    WHAT THIS THEORY SAYS?(CONTD.)

    • It’s important to note that rewards could be


    intrinsic or extrinsic. Extrinsic motivations are
    external things such as money and promotion.
    Intrinsic motivations are internal things such as a
    sense of fulfillment and achievement.
    • M=V*I*E
    • That is,Motivation is a function of valence, instrumentality
    and expectancy.
    WHAT VROOM’S MODEL MEAN FOR
    INDIVIDUALS?
    • From an individual perspective this means that if any of these factors
    are lacking, you may lack motivation.
    • If, as an individual, you find yourself feeling unmotivated in the world of
    work, it’s worth stepping back and considering these factors. It may be
    that one or two of them are lacking for you. For example, you may not
    value the intrinsic or extrinsic rewards associated with the work you are
    doing. Similarly, you may simply believe that you don’t have the ability to
    achieve an outcome that would trigger a reward.
    • If you assess your motivation through the lens of Vroom’s expectancy
    theory, you may identify root causes for your lack of motivation. In turn,
    this might help identify actions you could take to restore it. As ever, you
    may need help from others to restore your motivation. you may benefit
    from discussing your thoughts with a peer, friend or even your line
    manager.
    WHAT VROOM’S EXPECTANCY THEORY
    MEANS FOR LEADERS AND ORGANIZATIONS?
    • Vroom’s model helps make clear that leaders or organizations need to:
    • 1 – Provide rewards that individuals value:-
    • These could be intrinsic aspects designed into rewarding role descriptions, they could be
    recognition, they could be new opportunities or they could be financial rewards.The important
    point is that you find the right rewards for your people.
    • 2 – Set achievable objectives for individuals:-
    • The objectives you set don’t need to be easy. But they do need to be in the power of your
    team members to achieve. This may mean that the individuals in your teams need to be
    empowered to achieve things and it may mean that they need to be supported to do so. It
    also means that the system that you are asking them to operate within isn’t stacked against
    them.
    • 3 – Provide promised rewards when they are earned:-
    This is all about trust. To be trustworthy in this context you need to provide the implicit and
    explicit outcomes and rewards that you have agreed to provide. If you don’t do this, trust will be
    broken. When trust is broken individuals will cease to be motivated by your proposed rewards .
    Limitations of Expectancy Theory of Motivation:-
    • 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.
    THANKS THAT WAS ALL ABOUT MY PRESENTATIONPRESENTATION
    Presentation Submitted By:-Mohd Irfan Wani.
    In Subject:-Organisational Behaviour(OB).
    Of Semester:-Ist.
    Under Course:-Mba.
    Enrollment No.:-22036113016
    Presentation Submitted to:-Dr.Altaf Sir(Assistant Professor South Campus,UOK.)
    (^o^)

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