The expectancy theory was developed by Victor H. Vroom in 1964 as a systematic explanation of individual motivation within the workplace. This theory put forth three key components: expectancy, performance, and valence. From the base component of the theory, which is expectancy, behavior is built by an individual’s value of the reward or valence. Vroom’s theory of expectancy is used by manager to understand how individual employees are motivated and how they will respond to rewards closely tied to the tasks given. Expectancy is proposed to be an individual’s understanding of how their effort leads to a given performance level. Vroom put forth in his theory that individuals believe the more effort put into a task or objective, the better the performance on the task. Therefore, effort leads to performance or E P. This effort is closely related to the individual’s belief that they can perform the given task (self-efficacy), whether they believe the task is perceived obtainable, and the individual can control the goal or performance. If the result of a strong effort is a good or exceptional performance, than the result of good performance should be a given outcome, P O. This outcome should be a reward tied closely to the task and performance. A reward that is tied significant to the performance will help to motivate the individual’s effort. The third key factor of Vroom’s expectancy theory is valence. Valence refers to how much value the individual places on the reward, V(R). Again, the reward should be tied to the outcome, but without a perceived value by the individuals, performance will not put forth any effort to begin with. A summary of the Vroom’s expectancy is seen with the following notation. (Web site, Expectancy Theory, 2013)…
First of all, the individual assesses his skills and abilities to determine if in fact he can deliver the performance required to accomplish the assigned task and he also assesses the likelihood that his effort will be recognized. He then assesses the likelihood that his performance will lead to an actual reward. He then determines how much said reward means to him. This can provide guidelines for a leader who’s seeking to enhance employee motivation by altering the individual’s effort-to-performance expectancy, performance-to-reward expectancy, and reward valences.…
The final component is Valence. It refers to how much the employee desires the reward. It is also known as the rewards-personal goal relationship. So if the reward is something the employee really wants they will put as much effort as possible to meet their goal so they can get their reward.…
(Jones, G. R. 2007) the expectancy theory “argues that work motivation is a function of an…
Expectancy Theory of Motivation. (2008, January 1). Management Study Guide - Free Training Guide for Students and Entrepreneurs.. Retrieved September 1, 2012, from http://managementstudyguide.com/expectancy-theory-motivation.htm…
Lunenburg, F. (2011). Expectancy Theory of Motivation: Motivating by Altering Expectations. International Journal Of Management, Business And Administrations Volume, 15.…
Evaluate to what extent a) expectancy theory and b) goal theory can explain motivation at work.…
According to Montana and Charnov (2000), expectancy theory shows that rewards could motivate employees to increase their efforts…
Her approach towards creating highly competent employees to move the customer values with efficiency is a result of the Expectancy Theory, in which the motivation behind their hard work is the belief that if the employees perform at a high- level they could be nicely rewarded, in this case with the motivation to buy a franchise and become owners themselves.…
- Organizational analysis: as mentioned above there can be a problem in the incentives and rewards that employees get for their work. Its possible that employees are discouraged for the hard work they do so they would be demotivated to follow the goals, policies and procedures that the work place requires them to…
The Expectancy Theory of Motivation was developed by Victor Vroom in 1964. The theory is not without its critics however, most of the evidence is supportive. The Expectancy Theory helps to explain the motivations of employees in both a positive and negative ways. A lot of people in the workforce feel this way about their jobs or careers. Although they have probably never thought much about why they feel this way or asked themselves “what can I do to overcome these feelings?”…
Performance – reward relationship is the degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome (Judge, 1998). This theory is based on the assumption that employees who get a good performance appraisal will be rewarded by the company in the form of a raise or bonus. The Instrumentality Theory is a component that focuses on individuals who feel they have something to gain if a task is completed successfully. These individuals are motivated by the possibility of public recognition, the expectation of a promotion, and monetary compensation. This individual will strive hard to be successful on a…
Motivation is a massive component when it comes to management. It is the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal. There are numerous theories of motivation that are used in management. These theories are: Hierarchy of Needs Theory, Theory X and Theory Y, Two-Factor Theory, McClelland’s theory of Needs, Cognitive Evaluation Theory, Goal-Setting Theory, Self-Efficacy Theory, Reinforcement Theory, Equity Theory, and Expectancy Theory. In Organization Behavior motivation is one of the most researched topics. Motivation determines how a person performs on a job. A career without motivation has no goal, need for achievement, or reason to excel. This paper will match up specific groups with theories a manager may use. The groups that will be discussed are professional workers, contingent workers, low-skilled service workers, and people performing highly repetitive tasks. These theories and group match ups are the point of view of the author of this paper.…
Expectancy Theory is a process theory of motivation emphasizing individual perceptions of the environment and interactions as a result of personal expectations (Issac, 2001). The theory evaluates the outcomes of employees’ behavior by measuring individual possible actions. Based on three vital factors that are expectancy, instrumentality, and valence, expectancy models help us understand why some employees are more motivated than others. Here is one question arising how this theory can be applied to the group activity.…
For this case study, we will be identifying the likely issues and problems. After which, we will provide the framework or basis of argument which will relate the lack of motivation or drive of the stock employees to the various models, theories and concepts discussed in class. We will recommend and suggest certain alternative courses of actions which might help Mr. Holden to properly motivate his employees as well as his employees to improve their performance.…