Vroom’s Expectancy theory was introduced by Professor Victor H. Vroom of Yale school of management in 1964. It looks at the cognitive processes that affect the motivation of the employee (Parijat and Shilpi, 2014). Vroom’s Expectancy theory explains that monetary incentive and some other stimulations such as promotions job satisfaction prides of achievements can drive the person better (Stephen Pembi, 2019).
The reason of the employee works in the organization is fulfilling
their personal goals, these goals can be met by the organizational rewards or
work outcomes. Therefore the relationship between personal goals,
organizational rewards or work outcomes is more important (Parijat
and Shilpi, 2014).
People’s motivation explained the combination of three
factors, which are Expectancy, instrumentality, and valence.
According to Nemati
( 2016) “ Expectancy Theory is a the multiplicative function of valence, instrumentality, and expectancy”.
Figure 1: E x I x V = Motivation
(Fremstad, 2013)
According to Nemait
(2016) these three variables explain as,
Expectancy:
Expectancy can be described as the belief that higher or increased effort will yield better performance. This can be explained by the thinking of "If I work harder, I will make something better". Conditions that enhance expectancy includes having the correct resources available, having the required skill set for the job at hand, and having the necessary support to get the job done correctly.
Instrumentality:
Instrumentality can be described as the thought that if an individual performs well, then a valued outcome will come to that individual. Some things that help instrumentality is having a clear understanding of the relationship between performance and the outcomes, having trust and respect for people who make the decisions on who gets a what reward, and seeing transparency in the process of who gets what reward.
Valence:
Valence means "value" and refers to beliefs about outcome desirability (Redmond, 2010). There are individual differences in the level of value associated with any specific outcome. For instance, a bonus may not increase motivation for an employee who is motivated by formal recognition or by increased status such as promotion. Valence can be thought of as the pressure or importance that a person puts on an expected outcome.
(Nemati, 2016)
In my personal experience at one of the well-known
organizations related to IT support it was received the government project
which needs to do the fill solution installation for 150 locations in 6
districts within three months’ time. According to the management forecast
it was not easy to complete the current resources. Management sleeted twelve
employees with the relevant skillset and given a target to complete the project
within the agreed time and if it will achieve management promised to provide
the incentive for each and every individual according to the performance. Conversely,
it was given the rewards based on the competition of each and every district.
Once it completed the district on or before targeted time all the team was
afforded a dinner at a star class hotel with employee's family members. Team
members were worked 24 X 7 and However total project was completed two days
before the deadline.
References:
Fremstad,
J. (2013) ‘The Expectancy Theory: Teachers’ Perspectives of Motivation and
Compensation’, (August).
NEMATI, S. K. (2016) Work Attitudes and Job Motivation
Home - Kayla Weaver (FA16 002), Atlassian Confluence. Available at:
https://wikispaces.psu.edu/display/PSYCH484/4.+Expectancy+Theory.
Parijat, P. and Shilpi, B. (2014) ‘Motivationvroom’, International
Journal of Business and Management, VII(9), pp. 1–8.
Stephen Pembi (2019) ‘Vroom’s Expectancy Theory and its
Application in Management of Incentives Scheme in Adamawa Plastic Company,
Yola, Nigeria’, International Journal of Trend in Scientific Research and
Development, 3(5), pp. 334–339.
