por What is Vroom’s expectancy theory?
The Vroom’s expectation theory It states that an individual’s behavior is influenced by the reward or result expected from their actions. This theory was proposed by psychologist Viktor Vroom of the Yale School of Management in 1964.
In essence, the motivation to select a procedure is determined by the suitability of the result. The focus of the theory is the cognitive process on how a person treats the different motivational components. The process occurs before making the final choice.
Characteristics of expectancy theory
Expectations and valence. Vroom’s theory holds that motivation to make an effort is determined by two main factors: expectations and valence. Expectations refer to the belief that effort will lead to positive performance. The valence, to the value or importance that the individual places on the expected result or reward.
Relationship between effort, performance and rewards. There are contingent relationships between effort, performance, and rewards. If an individual perceives that more effort will lead to better performance, and that better performance will translate into valuable rewards, he will be more motivated to make the effort.
instrumentality. It is the belief that better performance will lead to a desired reward. That is, the individual must perceive that performance is directly related to obtaining the expected reward.
reward valence. This refers to the degree of attraction or desire that the individual has towards the reward. A reward can have a positive valence if it is desired and relevant to the individual, or it can have a negative valence if it is unattractive.
rational decision making. Vroom’s theory is based on the concept that individuals make rational and calculated decisions by evaluating the cost and benefit of their behavior in the workplace. If the probability of obtaining a valuable reward exceeds the effort required, the individual will be more motivated.
Applicability in the organizational context. This theory has been widely used in the organizational field to understand employee motivation, job satisfaction, and decision-making about engaging in specific tasks or pursuing goals.
Principle and factors of Vroom’s theory
Expectancy theory explains the behavioral process of why individuals choose one behavioral option over others.
This theory states that individuals can be motivated to achieve goals if they believe that there is a positive correlation between effort and performance, and that the result of a favorable performance will imply a desirable reward.
The reward for good performance must satisfy a need that is important enough to make the effort worthwhile. There are three factors within this theory, which are:
Expectation
It is the belief that effort will result in desired goals. That is, if you work harder, then you will do better. This is affected by things like:
Have the right resources available.
Possess the right skills to do the job.
Have the necessary support to get the job done.
It is based on self-confidence (self-efficacy), perceived difficulty of the goal, and control over the outcome.
Self-efficacy is the individual’s belief about their ability to successfully perform a particular procedure. The individual will assess whether he has the desired skills or knowledge to achieve the goals. The coPerceived control refers to the fact that the individual You should feel that you have some level of control over the expected outcome.
and the ddifficulty of the objectives indicates that if goals are set too high, performance expectations will become too difficult. This will likely lead to low expectation.
instrumentality
It is believing that an individual will obtain a reward if he meets the performance expectation. That is, if you do a good job, you will get something for it. This is affected by factors such as:
Clear understanding of the relationship between performance and results. For example, the reward game rules.
Trust in the people who will make the decisions about who gets what result, based on performance.
Transparency of the decision process on who gets what result.
Instrumentality is low when the reward is the same for all delivered achievements.
Valencia
It is the value that an individual places on the reward for an expected result, which is based on their objectives, needs, sources of motivation and values.
For example, if someone is primarily motivated by money, they may not value additional free time as a reward.
Valence is characterized by the extent to which a person values an offered reward. This is the expected satisfaction from a particular result, and not the actual level of satisfaction. Se refers to the value that the individual places personally on rewards. For valence to be positive, the person must rather achieve the outcome than not achieve it.
Application of Vroom’s expectations theory in a company
Expectancy theory is a motivation-focused theory of management. This theory predicts that employees in an organization will be motivated when they believe that:
A greater effort will give a better performance at work.
Better job performance will lead to rewards, such as an increase in salary or benefits.
These anticipated organizational rewards are appreciated by the employee in question.
Expectation
As a manager, it’s important to think clearly about the goals that you set before your team members. These objectives should lead to high expectation, the belief that the effort will result in success. If the objectives that are planned are not achievable, they will not adequately motivate the team.
instrumentality
If employees can reasonably expect to receive more pay when performance targets are met, they are likely to do their best at work.
Another type of reward can be promotion to a higher-ranking position, or even something as simple as recognition in front of others.
To feel motivated with this variable, people need above all to be able to trust the boss. They have to believe that he will keep the offer of a salary increase or any other type of reward available, by meeting performance goals.
In addition, these goals must be well defined, to avoid confusion and conflicts regarding performance judgment. One way that instrumental results work is commissions. If the performance is high and many products are sold, the more money the person will earn.
Valencia
When proposing a potential performance reward to employees, you must ensure that the reward being offered is something truly valued by workers. They will only be motivated to work hard if they really want that reward.
Of course, pay raises or bonuses are a pretty safe bet, but even these might not be as attractive to some workers as they are to others. For example, if you have a team of people who are already well paid for their efforts, they may prefer time off rather than a bonus.
Examples of application of expectancy theory
Example 1: paper recycling
Paper is recycled because there is a belief that it is important to conserve natural resources and take a stand on environmental issues (Valencia). There is a belief that the more effort is put into the recycling process, the more paper can be recycled (expectation). There is a belief that the more paper is recycled, the less natural resources will be used (instrumentality).
In this example, Vroom’s expectancy theory is not about self-interest in rewards, but about the associations they make to get the expected results and the contribution they feel they can make to achieve those results.
Example 2: training and development programs
Companies can implement training and development programs that help employees improve their skills and knowledge. When employees see a clear relationship between the effort invested in training and better job performance, they will be more motivated to actively participate in development programs.
Example 3: Participation in decision making
Employees make rational and calculated decisions about their behavior at work. By allowing employees to participate in decision making and have some degree of autonomy, you increase their sense of control and responsibility, which can increase their motivation to achieve organizational goals.
Example 4: incentive and reward systems
Incentive systems can be designed based on Vroom’s theory. For example, establishing bonuses or rewards linked to individual or team performance. This motivates employees to try harder, as they perceive a high expectation that their effort will translate into a valuable reward.
References
Vroom expectancy motivation theory. Recovered from yourcoach.be.
Expectation theory. Retrieved from en.wikipedia.org.
Vroom’s Expectancy Theory. Recovered from businessballs.com.
Vroom’s Expectancy Theory. Retrieved from businessjargons.com.