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Vrooms’s Theory

                                       


Expectancy theory (16/9) (or expectancy theory of motivation) proposes that an individual will behave or act in a certain way because they are Motivated to select a specific behavior over others due to what they expect the result of that selected behavior will be. In essence, the motivation of the behavior selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.

Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational Behavior  expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.

ASSUMPTIONS ON WHICH EXPECTANCY THEORY IS BUILT:-- 

Self concept and Self Efficacy

• People join organizations with expectations about their needs, motivations, and past experience. These influence how individuals react to the organization. 

 • An individual’s behavior is a result of conscious choice. That is, people are free to choose those behaviors suggested by their own expectancy calculations. 

• People want different things from the organization (e.g.., good salary, job security, advancement, and challenge).

This theory build around the concept

• EXPECTANCY • INSTRUMENTALITY • VALENCE

Therefore , it is called VIE Theory

Maslaw's Theory and Herzberg Two Factors Theory were based on the relationship between internal needs and the resulting effort expended to fulfil them, while Vroom’s Expectancy Theory separates effort, performance and outcomes.

Expectancy

Expectancy means an individual belief that particular degree of effort will lead to increased performance. "BELIEF THAT AN INCREASE IN EFFORTS WILL RESULT IN AN INCREASE IN PERFORMANCE."

Example: if I work harder then this will be better.

Instrumentality

Instrumentality represent a person’s belief that a particular outcome is dependent on a specific level of performance. "Belief that increased PERFORMANCE WILL LEAD INCREASED CERTAIN OUTCOMES. "

Example: superior performance is instrumental in getting a promotion.

Valence

Valence refers to the positive or negative value the people place on outcome. "Extent to which the outcome is desirable. OR AMOUNT OF SATISFACTION (an individual anticipates from particular outcome)"

Example: If an employee has a strong preference for attaining a reward, valence is positive.

Advantage

•It recognizes individual differences in work motivation and suggested that motivation is a complex process as compared to MASLOW’S or HERZBERG’S simplistic models. 

•It also clarifies the relationship between individual and organizational goals. 

•Puts human resources into action :- Building willingness into action.

Disadvantage/Limitation

•Vroom’s theory indicates only the conceptual determinants of motivation and how they are related . It does not provide specific suggestions on what motivates organizational members as the MASLOW HERZBERG models do.

 • The theory is complex and its validity cannot be fully tested. 

•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 , efforts , responsibility , education ,etc.







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