Vroom's theory

vroom's expectancy theory of motivation

1. VICTOR VROOM, in his book, Work and Motivation (Vroom 1964), formulated a mathematical model of expectancy theory. Vroom’s expectancy theory deals with motivation and management. Vroom’s theory suggests, that behavior is the conscious choice between given alternatives. The purpose of these choices is to maximize positive feelings and minimize negative feelings. In his discovery he found, that an employee’s performance is determined by factors such as personality, skills, knowledge, experience , abilities. ( Motivational Force) F = (Expectancy) E x (Valence) V The strength of the motivation to perform an act depends on the sum of the products of valences for the outcomes (including instrumentality) times the expectancies.

2. Expectancy (E) V X E = F i e F ie Force Valence (V) ie ie employee’s valence multiplied which is the Desired outcome assessment how by expectancy employee’s likely it is that the motivation task will be achieved Employee A The employee As past 0.8 x 0.2 = F F = 0.16 believes that the performance is outcome is very poor, employee attractive.= 0.8 assessed the task as difficult to achieve= 0.2 Employee B The employee As past 0.6 X 0.6 = F F = 0.36 believes that the performance is outcome is reasonable, relatively employee attractive.=0.6 assessed the task as reasonably achievable = 0.6

3. V ALEN C E INSTRUMENTALITY EXPECTENCY

4. E m pl oy e e s h a v e different e xpec t a tions a n d sel f- confidence with regards to what they are capable of. Mana g e m e n t ne e d s t o dis c o v er wh a t resources, trainings, supervision to employees need.

5. The belief that one will receive a reward if one’s expectation is met. Factors: T ru s t = amou n t of tr u s t p l a c e i n t h o se distributing the rewards. Co n t r o l = pe r ce p tion of c o n t r o l o v er how, when, & why rewards are distributed. P ol i cies = dea l i n g t h a t f orma l i z ed po l ic i es associated to performance.

6. V ALENCE This means the emotional orientation which is formed in relation with the end result (Reward). The measure of how much the employee needs the extrinsic (money, promotion, free-time) and the intrinsic rewards (satisfaction, acceptance). Management needs to discover what do employees need or value.