Victor Vroom’s expectancy theory of motivation explains how people make decisions regarding various behavioral alternatives. Expectancy theory offers the following propositions:

1. When deciding among behavioral options, individuals select the option with the greatest motivation forces.
2. The motivational force for a behavior, action, or task is a function of three distinct perceptions: Expectancy, Instrumentality, and Value. The motivational force is the product of the three perceptions:

so, Motivation = Expectancy x Reward x Value

1. Expectancy probability is the expectancy that a person’s effort will lead to the desired performance and is based on past experience, self-confidence, and the perceived difficulty of the performance goal. Example: If I work harder than everyone else in the company, will I produce more?

2. Reward is based on the perceived performance-reward relationship. This is the belief that if someone does meet performance expectations, he or she will receive a greater reward. Example: If I produce more than anyone else in the sales force, will I get a bigger raise or a faster promotion?

3. Value refers to the value the individual personally places on the rewards. This is a function of his or her needs, goals, and values. Example: Do I want a bigger raise? Is it worth the extra effort? Do I want a promotion?

The combination of these three will determine the effort that the employee will put in. If the employee doesn’t actually value the reward they are offered, the effort will correspondingly be less. Similarly, if the person doesn’t think that the effort will attract the reward, the motivation will be low as well.

It’s only when all three are in alignment that the effort will be made to achieve the final reward.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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There are many motivational models that appeal because of their applicability to the real world. None more so than Victor Vroom’s Expectancy Theory

His theory assumes that all our behaviour comes from choices among alternatives whose purpose it is to maximise pleasure and minimise pain. He suggested that the relationship between people’s behavior at work and their goals was not as clear cut as others had imagined. He realised that an employee’s performance is based on individuals factors such as personality, skills, knowledge, experience and abilities.

The theory states that people 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.

This will only occur, Vroom states, if the following belief systems operate:

1. People actually want the reward, so managers must identify the value structures of their employees

2. People expect that they can attain the reward

3. The reality of the reward. Managers must ensure the promised rewards are carried through

Vroom suggested that an employee’s beliefs about these things interact psychologically to create a motivational force such that the employee acts in ways that bring about the conditions for the reward to actual come about. He stated that people will be driven and motivated by how much they want the reward on offer, the chances of them actually achieving the reward and whether the expectation of them receiving is is high.

This formula can be used to predict whether someone will actually be motivated to achieve goals set by management. And it answers the question why some people are more motivated than others; they simply want the rewards more than others.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”