COSERE | 21 2.3.6. Victor Harold Vroom – Expectancy theory. It works on the assumption that people will choose to maximise pleasure and minimise pain. This means that people will behave in a way that results in the best outcome or reward. The theory is dependent on the idea that the more an employee values the outcome, the more motivated they will be to achieve it. The more effort they put into succeeding, the more certain they are of getting that satisfying reward. To make the connection between motivation, effort and performance, Expectancy theory has three variables: Expectancy, Instrumentality and Valence. Expectancy (E) If an employee puts in the effort, they expect a certain result. If they do not get that result, they will not be motivated to make the effort again and so will not be satisfied with the outcome. Instrumentality (I) The employee might make the effort and get the expected result but if they do not believe that the result is instrumental in getting the reward, they will not be motivated. And so, the outcome is not achieved and the employee is not satisfied. It is important to note though, that the reward might not always be what the employee expected at first. Valence (V) Valence is how much the outcome is valued, if at all. The more an employee values a certain reward, the more satisfied they will be with their efforts. A reward doesn’t have to be a grand gesture, it just has to be meaningful to the employee – whether that’s a bonus, extra time off or simply a bit of recognition. Motivational Force (MF) = Expectancy (E) x Instrumentality (I) x Valence (V) If either E, I or V are zero, then the equation fails, and this indicates that motivation is low or non-existent.
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