2020. 2. 12. 01:04ㆍ카테고리 없음
This article describes Expectancy Theory by in a practical way. After reading you will understand the definition and basics of this powerful motivation theory.
What is Vroom’s Expectancy Theory?In 1964, Canadian professor of psychology developed the Expectancy Theory. In it, he studied people’s motivation and concluded it depends on three factors: Expectancy, instrumentality and valence. And also researched the relation between and the efforts they make. Vroom distinguishes between the effort people put in, their performance and the final result. His theory primarily relates to motivation within a. When employees can make choices in their work, argues that they will mostly choose that what motivates them the most. Motivational force formulauses a formula to calculate the motivational force:Motivational force = Expectancy x Instrumentality x Valence.
In the next paragraphs the different components are further explained. ExpectancyThis is about what employees expect from their own efforts and the relation to good performance. Part of this expectation is the level of difficulty he experiences. An organisation can respond to that by finding out which factors can motivate the employee to deliver his best possible performance.
Those factors can be facilities, training or support from a supervisor who builds his employees’ confidence. Victor Vroom indicates that, in general, more effort leads to better performance.
Employees can be stimulated to make an effort by offering them a juicy carrot if they complete their task properly and quickly. Of course, it’s also important that they have the right resources at their disposal, that the employees have the necessary skills and that management provides the right level of support. InstrumentalityEach employee is a cog in the machine and an instrument that contributes to the business results. From that perspective, instrumentality isn’t difficult to grasp. It’s about the employee’s being good enough to achieve the desired result. An organisation can stimulate this by actually making good on promises of additional rewards such as bonuses.
The employee has to believe that if he performs well, appreciation will be shown for the results. Transparency throughout the reward process is an important condition for instrumentality. ValenceThe final result that employees achieve is valued differently by each individual. This value is based on their own basic needs. As such, it’s a good idea for an organisation to find out what an individual employee values and what his personal needs are. One might value money, while another values more days off. Individual factorsAccording to, behaviour is the result of a conscious choice from alternatives.
Employees have a preference for getting the most possible joy from their work with little effort. Individual factors play a large role in the goals that have to be achieved and the behaviour of employees. For instance, think of an employee’s, his knowledge and skills, and the expectations he has of his own abilities. Together, these form a motivating force that makes the employee act in a certain way. The individual effort, performance and motivation are always interconnected. To properly motivate employees, Vroom argues that it’s essential that there is a positive correlation between effort and performance. PerceptionPerception is an important factor in Vroom’s Expectancy Theory.
An organisation might perceive that it, as an employer, offers its employees everything they need to sufficiently motivate them. For instance, a salary that’s 10% above industry average, 10 extra days off, training programmes, or career opportunities. But not all employees will be sufficiently motivated by that; each individual has a different perception. There might be employees who would appreciate more support from their supervisor. If an organisation fails in that respect, chances are the employees will be less motivated.
Vroom’s Expectancy Theory of motivation is not always about employee’s personal interest in rewards. It’s also about the associations employees have regarding their performance and the result it will yield.
ApplicationAccording to Vroom’s Expectancy Theory, you can expect employees will increase their efforts at work when the reward has more personal value to them. They’ll be more aware of the fact that there is a link between their effort and the results. It means that both the organisation and the employee have to be aware of the following three processes:. Increased efforts will improve work performance. Increased performance will lead to bigger rewards.
The offered reward will be appreciated by the employeeIf one of these conditions is not met, it’s hard to motivate the employee. Particularly the last part can become an issue.
An organisation therefore has to find out – together with its employees – which rewards individual employees value; which rewards motivate them. Organisations often consider financial bonuses to be the best way to motivate employees, even though the Expectancy Theory shows that this is by no means always the most important factor to employees.
Victor Vroom Expectancy Theory 1964
That’s why there has to be a proper balance between offering a financial bonus and setting a clear performance standard, tailored to individual employees. It’s Your TurnWhat do you think? What is your experience with the Expectancy Theory? Do you recognize the practical explanation or do you have more additions? What are your success factors for motivating yourself and others?Share your experience and knowledge in the comments box below.If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. You can also find us on, and.More information. Isaac, R.
G., Zerbe, W. J., & Pitt, D. Leadership and motivation: The effective application of expectancy theory., 212-226. Lawler III, E.
Vroom Expectancy Theory Pdf
E., & Suttle, J. Expectancy theory and job behavior. Organizational behavior and human performance, 9(3), 482-503. Vroom, V. Work and motivation. Oxford, England:.How to cite this article:Mulder, P.
Vroom’s Expectancy Theory. Retrieved insert date from ToolsHero: a link to this page on your website:ToolsHero: Vroom’s Expectancy TheoryDid you find this article interesting?Your rating is more than welcome or share this article via Social media!
Summary of Expectancy Theory - Vroom. AbstractMotivation and ManagementCategories: Expectancy TheoryVroomSummary of Expectancy Theory - Vroom. AbstractVictor Vroom 1964The Expectancy Theory (ET) of Victor Vroomdeals with motivation and management. Vroom's theory assumes thatbehavior results from conscious choices among alternatives whose purposeit is to maximize pleasure and minimize pain. Together with Edward Lawlerand Lyman Porter, Vroom suggested that the relationship between people'sbehavior at work and their goals was not as simple as was firstimagined by other scientists.