Expectancy theory

 

Expectancy theory states that an employee is motivated to work if he knows the reward, he gets by performing his work and if that work is in line with the expected target (Armstrong and Taylor, 2014).The concept of expectancy was originally contained in the valency-instrumentality-expectancy (VIE) theory that was formulated by Vroom (1964) and studied and altered by many throughout the history (Armstrong and Taylor, 2014). Even though expectancy theory focuses on the link between rewards and behaviors, it highlights expected rewards. In other words, it focuses on the effects of incentives. job performance can be described as a function of ability and motivation (Noe et al, 2017).

Employees find rewards as an unattractive, or where the chances of success are very small due to that they wont follow rewards in general. Victor Vroom’s theory overcome this observation (Dessler, 2017).

The Expectancy theory provides a sort of a mechanism for finding out motivation through a certain type of calculation.  It included three observations. Individual’s Motivation can affect separately by each perception. But when combined, these perceptions can have a powerful effect. Valence refers to affective orientations (value) toward particular outcomes (Estes and Polnick, 2012).

Expectancy (E)

If an employee puts in the effort, they expect a positive 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. On other hand it explains the subjective probability of the effort resulting in an outcome (Parijat, 2014).

As an example, if employee thinks if he works harder, he can achieve the goal. But to achieve that goal he should be facilitate having right resources, having the right skill and having required support from supervisor.

Instrumentality (I)

Your 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 your employee is not satisfied. It is important to note though, that the reward might not always be what the employee expected at first (Parijat, 2014).

Vroom’s theory suggests that employees must see the instrumentality of their efforts they must believe that successful performance will in fact lead to getting the reward. Managers can accomplish this, for instance, by creating easy to understand incentive plans. The instrumentality is the perception of an employee of the probability that performance will lead to organizational rewards or outcomes like superior salary, bonuses, promotion etc.

Valence (V)

Relationship between Rewards/Work Outcomes and Personal goals. This is known as Valence (Noe et al, 2015). A reward doesn’t have to be a grand gesture, it just has to be meaningful to the employee as examples, it can be bonus, extra time off or simply a bit of recognition.

Therefore, the equation of Vroom’s Expectancy Theory is as follows:

 

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. (Dessler, 2017). This equation more elaborate from Figure 1.0.

Figure 1-0 Vroom’s (1964) Expectancy Theory

(Source: Harris,K. et al.,2017)

References

      · Armstrong, M. and Taylor, S (2014) Armstrong’s Handbook of Human Resource                         Management Practice. 13th Edn. Philadelphia.

• Dessler, G (2017) Human Resource Management. 15th Edn. USA: Pearson Education Limited.

    ·    Estes, B. and Polnick, B (2012) Examining Motivation Theory in Higher Education: An              Expectancy Theory Analysis of Tenured Faculty Productivity. International journal of                  management, Business and Administration, 15(1) [online] Available at:                                       http://www.nationalforum.com [Accessed on 11th November 2022]

•     Harris, K., Hanks, L., Line, N.D. and Mcginley, S. (2017). Understanding responses to posted restaurant food safety scores: An information processing and regulatory focus perspective. International Journal of Hospitality Management 63, pp 55-62. doi: https://10.1016/j.ijhm.2016.09.002

  ·  Noe, R., Hollenbeck, J.R., Gerhart, B. and Wright, P.M. (2017) Human Resources Management. 10th Edn. USA: Mcgraw-Hill Education.

  ·    Parijat, P. and Bagga, S (2014) Victor Vroom’s Expectancy Theory of Motivation – An Evaluation, International Research Journal of Business and Management, 7(9) [online] Available at: www.irjbm.org. [Accessed on 20^th November 2022]