VROOM’S EXPECTANCY THEORY
Management Models
>> INTRODUCTION >> THE MODEL
Victor Vroom’s Expectancy Theory of motivation assumes that our behaviour results from Vroom summed up his model in the equation
a conscious decision process linked to perceptions of likely outcomes and the valence (or
value) of the likely outcomes. M=? (E x V) That is: Motivation=? (Expectancy x Valence)
The concept of motivational ‘force’ is based on assumed interaction between an M = Motivation force
individual’s beliefs about expectancies, instrumentalities and valences. This interaction E = Expectancy – strength of belief that a desired outcome is possible
creates a motivational force to act in ways that the individual expects will maximise V = Valence of the outcome for the individual
pleasure or gain and minimise pain or loss.
Porter and Lawler extended Vroom’s Expectancy Theory model in 1968 to emphasise
the effects on performance of other factors beside motivation: e.g., individual abilities, VALUE
traits and role perceptions. This latter model also linked in the concept of satisfaction that EFFORT PERFORMANCE OUTCOME
(PERSONAL
results from the expected high rewards from high performance. Expectancy Theory is (REWARD)
GOALS)
generally judged to be more complex than most motivation theories, because it attempts
to encompass individual differences. But research has suggested that expectancy models
can predict factors such as choice of occupation and levels of job satisfaction quite
accurately. There have been attempts to meld expectancy theory with other theories in
fields such as decision making and goal setting. It has also been applied at organisational Expectancy Instrumentality Valence
level by some researchers. Chen and Miller (1994) e.g., looked at how strategic decisions (Belief effort will (Belief (Perceived value
were made. = performance) performance of the reward -
will = reward) can be positive or
>> HOW CAN THIS HELP ME?
negative)
For managers applying Expectancy Theory, the main implication of this concept is that
motivational force results from a process within each person, and is tied to individual ideas
about intrinsic or extrinsic rewards. Managers have to try to tailor rewards to the things
that particular employees value most, e.g. money, time rewards, job status, or holidays.
To find out more, employees need to be involved through questionnaires or interviews, so
that their expectancies and valences can be assessed and scored.
>> ADDITIONAL RESOURCES
Victor H Vroom: motivation and leadership decision making (CMI Management
Thinker 044)
Work and motivation Victor H Vroom
New York: John Wiley, 1964
All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying,
recording or otherwise, without the prior permission of the publisher.