Vroom's Expectancy Theory

Vroom's Expectancy Theory was developed by Victor H. Vroom in 1964. "This theory Vroom explains that the motivated behavior as goal-oriented. He argues that people tend to act in a hedonistic way" (Suciu et al. n.d). The Expectancy Theory looks at motivation in a more comprehensive and realistic approach than some of the other theories. According to Parijat & Bagga (2014), The Expectancy Theory looks at motivation in a more comprehensive and realistic approach than some of the other theories. Also, they further say that this is a complex theory of motivation as it is based on the common sense psychology of employees, and they will be motivated to act when there is an expectancy that their actions can result in the achievement of desired outcomes.

Figure 01: Joy (2018)

Hanscom (2020) shows that Vroom's Expectancy Theory is based on the fact that, human motivation affects his Internal expectations in Three Elements which are illustrated in figure 01 by Joy (2018).

Expectance * Instrumentality * Valence = Motivation

·       Expectancy - This is the degree to which an individual feels that a specific action will result in a specific outcome (Nsofor, 2009). In this, an individual believes that his ability will lead them to goal achievement. Vroom describes expectancy as "an action-outcome association." (Lloyd & Mertens, 2018). According to Channell (2021) If the employees do not get that result, they will not make the effort again as they will not be motivated. Further, he shows below, some methods that which managers can fulfill the expectancy needs of their employees. 

·       Make sure the employee has the necessary resources and time

·       Assign a job to someone who possesses or will gain useful skills

·       Make yourself available to offer support and encouragement.

·    Instrumentality – This refers to the degree to which a person feels that effective performance will result in desirable outcomes (Nsofor, 2009). The increased performance will lead to increased outcomes. Vroom describes this in his theory in 1964 as an "outcome-outcome association" (Lunenburg (2011). Channell (2021) shows that below are some of the key points that managers need to keep in mind when motivating the employee instrumentality;

·       Be clear about what the reward is and how to achieve it

·       Give employees something they care about as a result, and they'll know their efforts are worthwhile.

·       Be transparent about how awards are distributed.

·   Valence – Lunenburg (2011) shows that valence is the strength of an employee’s preference for a particular reward. The wage increases, peer acceptability, promotions, supervisor recognition, or any other reward may be of more or lesser value to individual employees. Vroom (1964) cited in Lloyd & Mertens (2018) states this as "effective orientation toward particular outcomes". Unlike expectancy and instrumentality, valences can be positive or negative. If an individual has a strong preference for achieving a reward, the valence is positive. On the other hand, valence is negative (Lunenburg, 2011). It’s important for the managers to communicate clearly to their subordinates that their effort will have a satisfactory outcome or reward that they value. This will build trust and provide a framework for the rest of the chain of motivation to succeed. (Channell, 2021). 

Advantages of Vroom's Expectancy Theory

Below are some of the main advantages that Chaudhary (n.d) states for Vroom’s theory

·     In contrast to MASLOW'S or HERZBERG's simplified models, it recognizes individual differences in work motivation and suggests that motivation is a complex process.

·       This theory clearly clarifies the link between personal and organizational objectives.

·       Vroom's theory puts human resources into action, which is another way builds the willingness to act.

Limitation of Vroom's Expectancy Theory

Sharma (1997) criticizes Vroom’s theory, and below are the reasons why he says this.

·     The theory is complex and its validity cannot be tested. There is not much evidence for this theory to be proved as the best. Only a very small number of researchers have done the testing. 

·    From the theoretical aspect, this gives the right direction for motivation, but this cannot be applied in practice as this doesn't give any practical help for managers in solving motivational issues.

·    This theory has less predictive accuracy as the amount of effort that individuals put into the job is affected by many factors other than those mentioned in the theory.

References

Channell, M.,(2021). Vroom’s Expectancy Theory: How to Motivate Staff and Increase Performance [online]. Available at: https://www.tsw.co.uk/leadership-and-management/vrooms-expectancy-theory/#:~:text=For%20example%2C%20say%20a%20manager,put%20the%20effort%20into%20it.[Accessed 04 May 2022].

Chaudhary, B., (n.d). Vroom's Expectancy Theory of Motivation [online]. Available at: http://www.grandacademicportal.education/assets/images/admin/20180824215516.pdf. [Accessed on 05 May 2022].

Hanscom, M. E., (2020) Using Expectancy Theory To Examine Occupational Future Time Perspective With Safety Motivation And Safety Performance [online]. Available at:https://mountainscholar.org/bitstream/handle/10217/208558/Hanscom_colostate_0053A_15960.pdf?sequence=1. [Accessed on 04 May 2022]

Joy, M. M., (2018). Organisational Behaviour - T1 MBA - KTU Syllabus [online]. Available at: https://www.researchgate.net/publication/323695129_Organisational_Behaviour_-_T1_MBA_-_KTU_Syllabus. [Accessed on 03 May 2022].

Lloyd, R., & Mertens, D., (2018). Expecting more out of Expectancy Theory: History urges inclusion of the social context. [online]. Available at: https://www.researchgate.net/publication/325176363_Expecting_more_out_of_Expectancy_Theory_History_urges_inclusion_of_the_social_context. [Accessed 03 May 2022]

Lunenburg, F. C., (2011). Expectancy Theory of Motivation: Motivating by Altering Expectations. International journal of management, business, and administration. 15 (1)pp.3

Nsofor, A. A., (2009). Influence of Expectancy Theory on Employees' Performance in Lagos State [online]. Available at: https://www.researchgate.net/publication/228257320_Influence_of_Expectancy_Theory_on_Employees'_Performance_in_Lagos_State. [Accessed on 03 May 2022].

Parijat, P., & Bagga, S., (2014). International research journal of business and management. Victor Vroom's Expectance Theory of Motivation [online]. Available at: http://irjbm.org/irjbm2013/Sep2014/Paper1.pdf. [Accessed on 03 May 2022].

Sharma, K. R., (1997). Industrial Labour in India. New Delhi, Atlantic publishers and distributors.

Suciu. L., Mortan. M., Lazăr. L., (n.d). VROOM’S EXPECTANCY THEORY. AN EMPIRICAL STUDY: CIVIL SERVANT’S PERFORMANCE APPRAISAL INFLUENCING EXPECTANCY. Pp.183.