...known as Expectancy theory of motivation introduced by Victor Vroom in 1964. It will first explain the three key components and relationships of the expectancy theory of motivation. These components include Expectancy, Instrumentality and Valence. In addition, it will explain how to enhance the motivation of employees in a fictional but real-life modeled scenario using the Expectancy theory of motivation. After studying this paper, the reader should be able to explain the main components of the Expectancy theory of motivation and apply it’s concepts as an approach to improving performance in a given workplace situation. ______________________________________________________________________________ Behavioral Influences - Expectation Theory of Motivation The subject of motivation has received a great deal of attention in the social sciences, especially when it comes to organizational behavior and management in the workplace. One of the most widely accepted theories of motivation includes Victor Vroom’s Expectancy theory, which was first introduced in 1964. Expectancy theory of motivation is a contemporary theory of motivation, which focuses primarily on a worker’s perceived outcomes. Vroom suggests workers will be highly motivated when they believe high levels of effort will lead to better performance, which in turn will lead to the attainment of desired outcomes (Vroom, 1964). Expectancy theory of motivation is comprised of three key components: Expectancy...
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...LET1 - 317.1.1-06 Behavioral Influences Vroom’s expectancy theory comprises of three components: valence, expectancy and instrumentality (Droar, Dave, 2003). In an environment in which there is a reasonable expectancy for a specified outcome, the effort, or expectancy, of an individual must include having the right resources, skills, and necessary support to conclude to the desired result (Droar, Dave, 2003). Instrumentality is the performance of an individual that performance will result in a valued outcome depends on a clear understanding of the relationship between performance and outcome, trust in management or decision making process will result in a perceived positive outcome and clarity of the reward and to whom the reward will be bestowed upon. The third and final component is Valence (Droar, Dave, 2003). Valence is the weight or self worth a person places on the expected outcome. Vroom’s expectancy theory suggests that if any of these components are not present, an individual will not put forth the effort required to achieve a desired outcome due to lack of motivation from absent rewards (Droar, Dave, 2003). In Droar’s explanation of Victor Vroom’s theory of motivation, he explains that “Valence is the importance that the individual places upon the expected outcome.” Valence would vary depending on the individual in which the demand for the outcome is placed upon. A supervisor may have a higher level of importance than a laborer. In Droar’s explanation...
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...LET1 TASK 317.1.1-06 LET1 Task 317.1.1-06 1. To understand the Expectancy Theory of motivation, you must first understand the three key components of this theory. The three key components are Expectancy probability, 1 Instrumentality probability, and Valence. To determine your motivational force, you must assign a value or level of importance to each of the three components. The first key component of the Expectancy Theory of motivation is Expectancy probability. In this component, you see the effort to performance relationship. You determine how hard you want to work on a project based on the level of performance or outcome desired. If you desire to meet the goals of a task (performance), you have to consider how much work (effort) is required. When more effort is invested into a project, better results are typically expected. However, in a situation where more effort invested does not yield better results, you could expect to see the employee put less value on this component. This is because they may not see the benefit in the extra effort. The second key component of the Expectancy Theory of motivation is Instrumentality probability. This involves the relationship between performance and reward. With this component, you associate how much effort you are willing to put into a project based on the expected benefit of accomplishing the goal. When an employee feels that he or she will get more benefit than other employees when they work harder, they feel they have an incentive...
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...Vroom’s Model of Expectancy Theory Expectancy Theory is a mental form of motivation. It is based how employee makes their decisions and why they are motivated to perform the task. It identifies the motivational force behind the decision (Van Eerde & Thierry, 1996). Motivation is predetermined before an employee will complete an assignment (Kopp, 2014). The components that contribute an employee’s motivation are a positive link between their effort and performance; the performance leads to the reward and the reward satisfies an important need of the employee (Kopp, 2014). Vroom’s Expectancy Theory is based on three components these are Valence, Expectancy, and Instrumentality. These components are directly linked to effort-performance expectancy and performance-outcome expectancy (Kopp, 2014). Valence Valence refers to the preference for one outcome over another. A positive valence would be when the employee prefers achieving the outcome; it would be negative if the employee does not want to accomplish it, however if the employee is unconcerned about the reward, valence is zero. The valence of a behavior is directly related to its value for the employee’s needs such as pay increase, promotion, and the employer’s recognition ( Van Eerde & Thierry, 1996). Valence provides a link the needs theories of motivation. The manager has to determine what employees’ value. Expectancy Expectancy refers to the effort-performance relation (Snead, 1991). The perception of...
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...Expectancy Theory of Motivation, an approach to improving performance. Mark R. Mattox Western Governors University Expectancy Theory of Motivation “Expectancy Theory - A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.” (Judge 07/2012, p. 224) Explanation of the Three Components and Relationships of the Expectancy Theory of Motivation The three components of Expectancy Theory of Motivation are expectancy, instrumentality, and valence. 1 Expectancy: Expectancy is related to the amount of effort that an employee exerts towards task performance. Expectancy incorporates the belief of an employee, that for a given effort there will be a given task performance. Expectancy also states that an increase in effort will lead to an increase in performance. The closer the correlation of effort to reward, the higher the expectancy factor will be. 2 Instrumentality: Instrumentality is related to the performance leading to a reward. Instrumentality incorporates the belief of an employee, that for a given performance there will be a proportional rewards for that employee. The higher the association of performance to reward the higher the instrumentality factor will be. 3 Valence: Valence is the value that the employee places on the reward...
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...The Expectancy Theory of Motivation Part A: The expectancy theory of motivation states that employees are motivated by three components: expectancy probability, instrumental probability, and valance. These three things are defined by how employees sees the links between goals, effort, rewards, and performance. An employee’s belief on their ability to perform at a certain level is defined as expectancy probability. It is a fact that if an employee feels they are not able to meet a set standard of performance they lose are not as motivated. If the employee is very confident in themselves or a lot of experience in their field of work, their expectancy probability will be higher than that of an employee who is not as confident or has less experience in the work they are doing. The next component is instrumental probability. This is how the employee views how their performance will pay off. Employees are motivated to perform at a level that meets business demands because they are rewarded for their hard work. By experience, the theory is extremely accurate. The factory I work in rewards us with a bonus every quarter if certain business goals are achieved. This motivates us to meet all of our targets in safety, quality, cost and performance. The last component is valance or how much the rewards employees are given is worth to them. The employee’s goals and values play a very big role in valance. Employees are more motivated to perform if they value the reward given to do so...
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...Expectancy Theory Student name: Ho Yin Cheung Student No: N8703019 MGB200 Christine Crawford – Tutorial 9 6:00-7:00 Tuesday Words: 1932 Introduction Employers always want their employees work with the highest performance. In the real business world, Leaders have trying many methods to motivate colleagues do the job well. However, they may fail to motivate their colleagues by many reasons. The expectancy theory can predict the result of the motivation. In this essay, firstly, three components of the expectancy theory of motivation, such as E-to-P expectancy, P-to-O expectancy, and outcome valences will be illustrated. Secondly, there are several limitations of this theory will be outlined. Thirdly, it will then show the real experience. Finally, the recommendations which apply to the case will be pointed out. Literature review Motivation is somebody acts in a certain way caused by someone else. It means someone use motivation as a motive for doing things (Adrian, 2007). Expectancy theory of motivation explains how the internal origins of employee motivation, such as, drives (primary needs) and need translate into specific effort and behaviour (Vroom, 1964). In other words, it focuses on what reason makes individuals choose one behavioural option over others (Vroom, 1964). There are three components frame this theory: effort-to-performance expectancy (E-to-P), performance-to-outcome expectancy (P-to-O) and outcome valences (Porter & Lawler, 1968). This theory is...
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...Expectancy Theory of Motivation Lina Khachekian In order for businesses to motivate, they need to make sure that they practice motivation on a regular basis. If they practice what they preach, they will receive and see the full output that their employees give them. Victor Vroom proposed The expectancy theory of motivation in 1964, and this theory is one that is supposed to help guide businesses on what to do in order to achieve the motivation levels and continue to retain all of your employees rather than have a lot of turnover. The Expectancy theory of motivation is one that explains why employees are motivated and why they choose one source of action over another one. They choose these actions based on their goals of achieving the individual reward. The theory revolves around three components. The first component of the theory is the Expectancy: Effort-performance relationship. The provability perceived by the individual that exerting a given amount of effort will lead to performance (Robbins & Judge, 2007, p. 208). The second component would be the Instrumentality which is that Performance results in Outcome. The performance you make is the reward you will receive. The degree to which the individual believes that performing at a particular level will lead to the attainment of a desire outcome (Robbins & Judge, 2007, p. 208). The third component of this theory is Valence which equals Rewards. In this component each individual puts a value on the reward that they...
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...LET1 Task 317.1.1-06 Expectancy Theory of Motivation Western Governors University Effort verse reward. This is a common discussion among many business executives, teachers, military leaders and other individuals that are in a supervisory role. A frequent question that I’m sure is often asked of oneself being in a supervisory role is “What can I do to get the desired results that I want/need, or am being told to achieve; from the people I am directly responsible?” And to answer that question and others like it is the Expectancy Theory. What is the Expectancy Theory? The Expectancy Theory of motivation was brought to life in 1964 by Victor Vroom of the Yale School of Management, during “his study of the motivations behind decision making.” (Expectancy theory (2008). Retrieved August 8, 2012, from http://en.wikipedia.org/wiki/Expectancy_theory). What Vroom was able to theorize is that there are three components that comprise the Expectancy Theory of motivation: expectancy, instrumentality and valence, as defined below. Expectancy (effort > performance) – expectancy is an individual’s belief that they can reach a desired goal by putting forth a certain amount of effort. This belief is usually based on one’s past experiences, amount of self-confidence and how difficult they view the goal. For example, I want to be able to bench press 300lbs. again. I’ve done it in the past already, so I’m fairly certain I can do it again with a strong commitment to the gym, eating...
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...ORGANIZATIONAL BEHAVIOR & LEADERSHIP 317.1.1-06 People are motivated to engage in behavior when they believe that their efforts will result in performance, and that their performance will lead to outcomes that they value. Expectancy theory is the most complex motivation technique in that it takes into consideration the numerous factors possibly influencing the motivation of employees. Three perceptions to consider are: Effort equals Performance; Performance equals Outcome then what is the total value of the outcome. Managerial Steps for Using Expectancy Theory concerning Effort and the desired Performance: Step 1: Determine if an employee’s Effort equals Performance is low. Step 2: If it appears low, try to figure out why. Step 3: Focus your efforts on trying to strengthen employee’s Efforts to equal the Performance, by rectifying factors that cause the connection to be low. Effort equals Performance: The strength of an employee’s expectation that if he or she tries, he or she can successfully perform the task as assigned. If an employee does not believe he or she can successfully perform the task assigned, even if he or she puts forth a lot of effort, he or she will not be motivated for the task. We want this connection to be as strong as possible for employees. What would affect Effort equals Performance? Traits of the employee: self-confidence, sense of task efficacy, abilities, knowledge, task skills, experience, locus of control and anxiety. Traits of the task:...
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...Victor Vroom, and most of the studies done on it are supportive of his theory. That’s not so say there aren’t any critics of it. There are three key components to the Expectancy Theory of Motivation by Victor Vroom: Effort Performance, Performance-Reward, and Rewards-Personal Goals. The relationship of these three key concepts can be more difficult to define based on personal experience and individual situations. However, they are simply arguments that sate that individuals will be willing to exert a high level of input if they perceive that they will get a reward that is equal to or greater than that high level of input. The first component of this theory is Effort-Performance. According to Vroom this means that the perceived amount of effort that an individual puts into something will lead to a particular level of performance. However, the level of perceived performance that one individual sees will not be the same as another individual sees. The next component of the Expectancy Theory of Motivation is the Performance-Reward relationship. This concept examines the belief that achieving the perceived level of performance will earn a desired outcome, and that the outcome will be favorable. This may come in the form of a raise, a bonus, or even a promotion, as long as the individual finds it favorable. The final component of Vroom’s theory is the Reward-Personal Goals relationship. With this element of the theory, Vroom is stating that the organization’s reward system...
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...This was brought forth by Victor H Vroom in 1964. There are three key components of expectant theory; expectancy, performance and valance. The base component of the theory, expectancy behavior, is built by process that an individual undergoes to make choices. This theory is used by leadership and managers to understand how individuals are motivated and how they will respond to rewards closely tied to the task given. This is proposal is understood to be an individual’s understanding of how their efforts lead to a given performance level. Identified in the theory is the belief that more effort put into a task or objective leads to better performance. Therefore, effort leads to performance or (EP). This is closely tied to the individual’s belief that they can perform a given task (self-efficacy), whether they believe the task is obtainable, and the individual can control the goal or performance. The theory highlights the need for the organization to relate rewards directly to performance and ensure the rewards provided are deserved and wanted by the individuals. If the result of a strong effort is a good or exceptional performance the result of a good performance should be the given outcome, (P O). The outcome should be a reward tied closely to the task and performance. A reward that is tied significantly to the performance will motivate the effort to accomplish that task and individuals efforts. Another key component of the theory is valence. This refers to how much value the individual...
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...motivate employees to work hard. We decided that providing all employees with adequate training, pay incentives and recognition will help promote a positive work environment in which employee are more motivated to accomplish work goals. We all had different ideas on how to best motivate our employees. So we each will do research on a different motivational theory, and come to a group conclusion on which theory will work best for our company. Our goal will be to find a motivation theory that will best fit our motivational plan that will help encourage high jobs satisfaction, high productivity, high quality work, and low turnover, which are significant elements to an organizational management plan. In this paper I choose to show how the expectancy theory can implement those elements. I will also present a guide as to how our leadership team can implement this theory to motivate employees. According to scholars motivation is a set of forces that causes people to behave in a certain way (Schermerhorn, 2012). Employees who feel motivated to work are likely to be persistent, creative, productive, and produce out high quality work (Ramlall 2004). As partners we decided that we will create...
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...believe they are capable of. Some who do not have difficulty with the process feel that it is not worth putting in extra effort to reach the production goals. There is usually no difference in salary increases among those who meet department goals and those who fall short of the goals. They believe that workers at the company have to be very slow before performance affects salary. They also say that, when a bonus is given for reaching production goals, the amount that in paychecks after all withholdings is so small that it is not worth the effort; overtime pay for a few extra hours more than offsets the benefit of a bonus. Task: Write an essay (suggested length of 2–3 pages) in which you: A. Explain the three key components and relationships in the expectancy theory of motivation. There are three key elements of motivation where the processes...
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...communicates within itself and to the outside world. Events at work have real emotional impact on participants. The consequences of emotional states in the workplace, both behavioral and attitudinal, have substantial significance for individuals, groups, and society. Emotions are defined as the expressions of feeling caused by something or someone which can be differentiated by duration, quality and intensity. It becomes visible through verbal and non-verbal communication. Emotions are feelings, psychological state and biological state that incline a person to act in a certain way. One' emotions trigger behavior aimed at the emotion's stimuli. When a person has strong emotions, many bodily changes occur. For example, the physical components of fear include an increased heartbeat, a rise in blood pressure, an increase in adrenaline secretions, an elevated blood sugar level, a slowing of digestion, and a dilation of pupils. Some of these changes are recognizable to the person having them. Psychological part of it is represented in changes involve a person’s appearance: blushing, sweating, and so on. Other changes involve behavior: a distinctive facial expression, posture, gestures, different vocal tone and rate, and so on. On the other hand, attitudes reflect a person's likes and dislikes (negative or positive evaluation) towards other person, objects, events and activities in their environment. This is to say that attitudes are tendencies to react in a favorable or unfavorable...
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