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Vroom's Expectancy Theory of Motivation: A Comprehensive Guide, Exams of Psychology

Osmania UniversityPsychology

it is one of the process theory of the motivation

Typology: Exams

2017/2018

Uploaded on 01/29/2018

vishnukant-tripathi
vishnukant-tripathi 🇮🇳

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Vroom’s Expectancy Model of Motivation
The term motivation can be traced to the Latin word movere, which means “to move.” Needs set
up drives aimed at goals or incentives; this is what the basic process of motivation is all about. In
a systems sense, motivation consists of these three interacting and interdependent elements:
1. Needs: Needs are created whenever there is a physiological or psychological imbalance.
For example, a need exists when cells in the body are deprived of food and water or when
the personality is deprived of other people who serve as friends or companions.
2. Drives: A physiological drive can be simply defined as a deficiency with direction.
Physiological and psychological drives are action oriented and provide an energizing
thrust toward reaching an incentive. They are at the very heart of the motivational
process. The examples of the needs for food and water are translated into the hunger and
thirst drives, and the need for friends becomes a drive for affiliation.
3. Incentives: At the end of the motivation cycle is the incentive, defined as anything that
will alleviate a need and reduce a drive. Thus, attaining an incentive will tend to restore
physiological or psychological balance and will reduce or cut off the drive. Eating food,
drinking water, and obtaining friends will tend to restore the balance and reduce the
corresponding drives. Food, water, and friends are the incentives in these examples.
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Vroom’s Expectancy Model of Motivation

The term motivation can be traced to the Latin word movere , which means “to move.” Needs set up drives aimed at goals or incentives; this is what the basic process of motivation is all about. In a systems sense, motivation consists of these three interacting and interdependent elements:

  1. Needs : Needs are created whenever there is a physiological or psychological imbalance. For example, a need exists when cells in the body are deprived of food and water or when the personality is deprived of other people who serve as friends or companions.
  2. Drives : A physiological drive can be simply defined as a deficiency with direction. Physiological and psychological drives are action oriented and provide an energizing thrust toward reaching an incentive. They are at the very heart of the motivational process. The examples of the needs for food and water are translated into the hunger and thirst drives, and the need for friends becomes a drive for affiliation.
  3. Incentives: At the end of the motivation cycle is the incentive, defined as anything that will alleviate a need and reduce a drive. Thus, attaining an incentive will tend to restore physiological or psychological balance and will reduce or cut off the drive. Eating food, drinking water, and obtaining friends will tend to restore the balance and reduce the corresponding drives. Food, water, and friends are the incentives in these examples.

Motivation refers to the individual forces that account for the direction, level, and persistence of a person’s effort expended at work. Direction refers to an individual’s choice when presented with a number of possible alternatives (e.g., whether to exert effort toward product quality or toward product quantity). Level refers to the amount of effort a person puts forth (e.g., a lot or a little). Persistence refers to the length of time a person sticks with a given action (e.g., to try to achieve product quantity and give up when it is found difficult to attain).

Types of Motivation

  1. Primary Motives: Two criteria must be met in order for a motive to be included in the primary classification: It must be unlearned, and it must be physiologically based. Thus defined, the most commonly recognized primary motives include hunger, thirst, sleep, avoidance of pain, sex, and maternal concern.
  2. Secondary Motives: A motive must be learned in order to be included in the secondary classification. Some of the more important ones are power, achievement, and affiliation,

behaviors, low satisfaction, and the like can be caused by “blocked” needs or needs that are not satisfied on the job. E.g. Maslow’s Hierarchy of needs theory, Alderfer’s ERG theory, McClellands’s acquired needs theory and Herzberg’s two factor theory

  1. Process theories focus on the thought or cognitive processes that take place within the minds of people and that influence their behavior. Whereas a content approach may identify job security as an important need for an individual, a process approach probes further to identify why the person behaves in particular ways relative to available rewards and work opportunities. Ultimately, we use the insights of three sets of theories to offer an integrated view of motivational dynamics that should be useful in any work setting. E.g. Adam’s Equity theory, Porter& Lawler model, Goal setting theory, Hackman & Oldham’s job characteristics model and Vroom’s Expectancy theory.

Victor Vroom’s Expectancy Theory

  • It posits that motivation is a result of a rational calculation.
  • A person is motivated to the degree that he or she believes that: •.1. Effort will yield acceptable performance, •.2. (^) Performance will be rewarded, and •.3. The value of the rewards is highly positive.
  • The interactive combination of all three influences motivation. Thus, some key concepts are defined in terms of probabilities.
  • Expectancy: The probability assigned by an individual that work effort will be followed by a given level of achieved task performance is called expectancy. Expectancy would equal 0 if the person felt it were impossible to achieve the given performance level; it would equal 1 if a person were 100 percent certain that the performance could be achieved.
  • Instrumentality: it is the probability assigned by the individual that a given level of achieved task performance will lead to various work outcomes. Instrumentality also varies from 0 to 1. (Strictly speaking, Vroom’s treatment of instrumentality would allow it to vary from –1 to +1. We use the probability definition here and the 0 to +1 range for pedagogical purposes; it is consistent with the instrumentality notion.)
  • Valence: it is the value attached by the individual to various work outcomes. Valences form a scale from –1 (very undesirable outcome) to +1 (very desirable outcome).
  • Vroom posits that motivation ( M ), expectancy ( E ), instrumentality ( I ), and valence ( V ) are related to one another by the equation:

M = ( E ) × ( I) × ( V )

  • This multiplier effect means that the motivational appeal of a given work path is sharply reduced whenever any one or more of these factors approaches the value of zero. Conversely, for a given reward to have a high and positive motivational impact as a work outcome, the expectancy, instrumentality, and valence associated with the reward all must be high and positive.
  • Suppose that a manager is wondering whether or not the prospect of earning a merit raise will be motivational to an employee. Expectancy theory predicts that motivation to work hard to earn the merit pay will be low if expectancy is low— a person feels that he or she cannot achieve the necessary performance level. Motivation will also be low if
  • The theory, therefore, focuses on three relationships
    • Effort–performance relationship: The probability perceived by the individual that exerting a given amount of effort will lead to performance.
    • Performance–reward relationship: The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.
    • Rewards–personal goals relationship: The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.
  • Expectancy theory helps explain why a lot of workers aren’t motivated on their jobs and do only the minimum necessary to get by.