1. Vroom’s Expectancy
Theory Of Motivation
By
Manisha Vaghela
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2. Contents
Introduction Of Motivation
 Various Defecation Of Motivation
 Important Elements Of Model
 Vroom’s Expectancy Theory Product of Valence
and Expectancy
 Vroom’s Expectancy Theory
 Vroom’s model
 Conclusion
 Bibliography
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3.  Introduction Of Motivation
Motivation is the force that drives a person into action.
In the context of business, when we say that a manager motivates a
person, it means he inspires him to do a particular task that will lead to the
accomplishment of organizational goal. The person concerned in
turn, shall perform that task only if he feels that such an action would
satisfy his personal needs. A person initially joins an organization for the
monetary benefits. Once his financial needs are reasonably satisfied he
looks forward to the satisfaction of his behavioral needs. A person who
works at a position where enough financial rewards are offered but the
level of job satisfaction is low. Will perhaps look for another job.
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4. Motivation, is often a very complex task because
the factors that motivate an individual to work are themselves very complex and
complicated. Financial incentives may be important for one worker while non-
financial incentives may be important for the other. The manager
must, therefore, be well equipped in the skills of determining as to what motivates
the human behavior. In fact, motivation is an aspect of management where
managers themselves need to be trained before they set in to motivate their
subordinates.
An individual works or performs a particular
behavioral activity, in the first instance, not because he wishes the organizational
goals to be achieved but probably because that work will give him some financial
rewards through which he can satisfy his own needs and desires. The need, is
therefore, the main driving force that motivates human behavior towards a
particular action.
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5.  Various Defecation Of Motivation
Definitions of motivation given by different
management thinkers are given below:
According to Gibson “Motivation may be defined as the
state on of individual tie which represents the strength of his or her propensity to
untoward some particular behavior.”
According to Dubrin “motivation refers to expenditure of
efforts towards a go”.
According to Steers and porter “motivation is the force that
energizes behavior, gives direction to behavior and underlies the tendency to
persist.”
According to Weihrich And Koontz:- “ motivation is a general
term applying to the entire class of drives, desires, needs, wishes and similar
forces. To say that managers motivate there subordinates is to say that they
do those things which they hope will satisfy these drives and desires and
induce the subordinates to act In a desired manner”.
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6. According to Pearce And Robinson “ Motivation is the
out come of the process by which a manager induces others to work to achieve
organizational objectives as means of satisfying their own personal desires”.
According to Encyclopedia of management, the
motivation is defined as, “the degree of readiness of an organization to pursue
some designated goal and implies the determination of the nature and locus of
force, inducing the degree of readiness.”
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7.  Important Elements Of Model
This model is based upon the assumption that the
man is a rational being and will try to maximize his pay off. He will choose an
alternative that would give him the most benefit . This approach assumes that
motivation to work is strongly determined by an individual‟s perception that a
certain type of behaviour will lead to a certain type of outcome and his personal
preference for that type of out come .
There are three important elements in this model:-
1)Expectancy:-
This is a person‟s perception of the likelihood that a
particular outcome will result from a particular behaviour or action. The
likelihood is probabilistic in nature and describes that relationship between
an act and an outcome. For example, if a person works hard, he may except
to perform better and increase productivity. Similarly, if a student works hard
during the semester, he expects to do well in the final examination.
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8. 2) Instrumentality:-
This factor relates to a persons belief and expectation that his
performance will lead to a particular desired reward . it is the degree of
association of first level outcome of a particular effort to the second level
outcome – which is the ultimate reward for example , working hard may lead to
better performance, which is the first level outcome ,which may result in a reward
like raise in pay or promotion or both, which is the second level outcome. If a
person believe that his performance will not be recognized or lead to expected
rewards , he will not be motivated to work hard to improve on his techniques of
teaching and communication (first level outcome) in order to get promotion and
tenure (second level outcome) Accordingly to ,the instrumentality is the
performance- reward relationship
3) Valence:-
Valence is the value a person assigns to his desired reward. He may
not be willing to work hard to improve performance, if the reward for such
improved performances not what he desires. It is not the actual value of the
reward but the perceptional value of the reward in the mind of the work hard, not
to get pay raise but to get recognition and status. Another person may be more
interested in job security than with status.
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9. Accordingly, according to this model of motivation, the
person level of effort (MOTIVATION) depends upon:-
a) Expectancy:- A worker must be confident that his efforts will
result in better productivity and that he has the ability
to perform the task well.
• Instrumentality: - The worker must be confident that such high
performance will be Instrumental in getting desired
rewards.
a) Valence: - The worker must value these rewards as desired and
satisfactory. Hence motivation is related to all these three
factors as: Motivational Force (M) =Expectancy (E) x
Instrumentality (I) x Valence (V) or M= (E X I X V).
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10. Vroom’s Expectancy Theory Product of Valence and
Expectancy:-
 Vroom‟s expectancy theory – vroom theory asserts that motivation is a
product of valance and expectancy.
MOTIVATION OR FPRCE = valance *expectancy
 Force is the motivation that influences an individual to act or behave in the
given manner
Valence is how strong an individual holds about the outcome of his action. “it
is the preference an individual places on an outcome.”
Valance may be positive or negative depending on his
preference for an outcome. It ranges from -1 to +1. if a particular action of
employee is followed by a promotion, he will prefer doing that action. Since the
outcome has a positive value, valence shall be +1. if his action shall result into
his transfer or demotion, he would avoid such an outcome and therefore, shall
place negative value to the outcome. The valance for the outcome is -1. If an
individual action is not affected by any outcome, a routine behaviour, foe
examples, which is neither followed by outcomes of promotion or demotion, the
valence shall be zero (0).
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11.  Expectancy is a belief that an action shall lead to an outcome. It ranges from 0
to 1. if an employee believes that his action will lead to an
outcome, his expectancy is 1 and if the probability that his action
shall not lead to any outcome is high, the expectancy shall be
more towards zero. Two types of expectancies have been talked
of:-
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13. 1) Efforts-performance expectancy: -
It is the expectation of the employee that is efforts shall lead
to a desire performance. For example, an individual may feel that if he works
for 2 hours overtime every day, he shJall be able to produce more. If the
employee feels that his efforts shall lead to the desire performance, he shall
perform task.
2) Performance:-
It is outcome expectancy It is the expectation of the employees
that if the desired performance is achieved, it shall be followed by a positive
outcome. Greater the probability that the performance shall be followed by a
positive outcome, greater shall be the desire of the individual to perform that
action. In the above example, the employee shall put in 2 hours of overtime
every day only if he expects an increase in his salary. If the management
dose not give him any extra benefit for producing more, his expectancy shall
be zero (0)and he shall not be motivated to perform that action.
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14.  Vroom’s Expectancy Theory:-
This theory tells us that simply making motivation factors
available to people is not enough. People must believe that by working , they will
receive reward that are important to them. People‟s actions are based on their
expectations as well as their needs. Unless there is a positive expectation of a
reward that well satisfy a need ,an individual' will not take action. To illustrate
consider a person who is thirsty .there may be need for water, but the action of
going to the faucet and getting a drink occurs only if he expects will result in
obtaining water.
The experience of one manufacturing company indicates the
importance of expectations. The management head decided to expand the
company, and it knew that a number of supervisors would be needed to prepare
for the expansion, the company decided to run a training programmed for its
employees (non-supervisors) to prepare them to become supervisors. the
programmed was open to all employees at no cost. When the programmed
started ,only three people attended the programmed. Management interviewed
the employees who did not participate to find out the reasons for their poor
participation. Many employees stated that they would like to be promoted but did
not feel that attending the programmed would help." promotion is based on whom
you know," was the commonly expressed opinion. in other words although
promotion was a motivating factor to employees, they did not participate in the
training programmed because they Manisha Vaghela it would help them in getting
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promotion.

15. Similarly, how hard people work is affected by their needs and
whether or not they expect a good job performance to result in rewards that will
satisfy their needs. To be motivated, people must believe that by working
hard, they will fulfill the needs that are important to them. in short, we can say, that
if a manager wants to motivate his employees, he should do the following:-
1. Try to offer rewards (motivation factors) that are important to his employees.
2. Create positive expectations.
THE VROOM THEORY AND PRACTICE:-
One of the great attractions of the Vroom theory is that it
recognizes the importance of various individual needs and motivations. It thus
avoids some of the simplistic features of the maslow and Herzberg approaches.
It dose seem more realistic. it fits the concept of harmony of objectives
(explained in chapter 14):individuals have personal goals different from
organizational goals, but these can be harmonized.furthermore,Vroom‟s theory is
completely consistent with the system of managing by objectives.
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16. The strength of Vroom‟s theory is also its weakness. His
assumption that senses of value vary among individuals at different times and in
various places appears to fit real life more accurately. It is consistent also with the
idea that a manager‟s job is to design an environment for
performance, necessarily taking in to account the differences in various situations.
On the other hand vroom‟s theory is difficult to apply in practice. Despite its
difficulty in application, the logical accuracy of Vroom‟s theory indicates that
motivation is much more complex than the approaches of Maslow and Herzberg
seem to imply.
This theory developed by victor h. vroom and it expands upon those
developed by Maslow and Herzberg. It views motivation as a process governing
choices. Thus, if an individual has a particular goal, in order to achieve the
goal, some behavior must be performed. The individual, therefore, weights the
likelihood that various behaviors will achieve the desired goal, and if certain
behavior “is expected to be more successful than others ,that type of behavior will
likely be selected. An important contribution of vroom‟s theory is that it explains
how the goals of individuals influence their effort and that the behavior in goals of
individuals influence their effort and that the behavior individuals select depends
upon their assessment of the probability that the behavior will successfully lend to
the goal. For example, all members of an organization may not place the same
value on such job factors as promotion, high pay, job security, and working
conditions. In other words, they may rank them differently. Vroom believes that what
is important is the perception and value the individual places upon certain goals.16
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17. The expectancy theory argues that the strength of a
tendency to act in a certain way depends in the strength of an expectation that the
act will be followed by a given outcome and on the attractiveness of the outcome
of the individual. it includes three variables (which vroom refers to as
valence,*Instrumentality, and Expectancy :- )
1. Attractiveness:-
The importance or the strength that the individual places on
potential outcome or reward that can be achieved on the job this considers
the unsatisfied needs of the individual.
2. Performance-reward linkage:-
The degree to which the individual believes that performing of
particular level will lead to the attainment of each job outcome.
3. Effort performance linkage:-
The perceived probability by the individual that exerting a
given amount of effort will lend to performance.
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18. In other words, a person‟s desire to produce at any given
time depends on his particular goals and his perception of the relative worth of
performance as a path to the attainment of these goals. The strength of a
persons‟ motivation to perform (effort) depends upon how strongly he believes
that he can achieve what he attempts. The four steps inherent in vroom‟s theory
are:
1. What outcome dose the job offers the employee?
The important issue to be considered is what individual
employee perceives the outcome to be. Outcomes may be positive - such as
pay security, companionship, trust, fringes benefits, a chance to use talents or
skills, congenial relationship-or negative, such as
fatigue, boredom, frustration, anxiety, harsh supervision, threat of
dismissal, etc.
2. How attractive Do employees view these outcomes?
This issue is related to the individual and considers his
likes and dislikes. If a particular outcome is found to be attractive (positive)
individual would prefer attaining it to attaining it. It if is negative, he would
prefer not attaining it to attaining it. Additionally, he may be natural.
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19. 3. What kind of behavior must the employee produce in order to achieve these
objectives?
The outcomes can be effective only when the employee
knows clearly what he must do in order to achieve them – i.e., he should
know what are the criteria on the basis of which his performance would be
judged.
4. How dose the employee view his chance of doing what is asked of him?
After knowing his competencies and his abilities the individual
should ascertain the probability of his successful attainment of the job.
In sum, vroom emphasizes the importance of individual
perceptions and assessments of organizational behavior. The key to
“expectancy” theory is the “understanding of an individual‟s goals” – and the
linkage between “efforts” and “performance” , between “performance” and
“rewards” „ and between “rewards" and “individual-goal satisfaction.”
It is a contingency model, which recognizes that there is no
universal method of motivating people. Because we understand what needs an
employee seeks to satisfy dose not ensure that the employee himself perceives
high job performance as necessarily leading to the satisfaction of these needs.
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20. Vroom’s model:-
VROOM‟S MODEL has brought forward the following particulars:
1. Its emphasis is on pay of or rewards. In other words, the rewards an
organization offers aligns with what the employee wants:
2. We have to be concerned with the attractiveness of rewards, which requires
understanding and knowledge of what value the individual puts on
organization payoff. Individual should be rewarded with those he value
positively.
3. It emphasizes expected behaviors i.e.; the individual should know what is
expected of him and how he will be appraised.
4. It implies that management should counsel subordinates to help them grasp a
realistic view of their competency.
5. The management should support the subordinates in developing that skill that
are important in leading to better performance.
6. It also implies that management should make extended efforts of
demonstrating confidence in individual that they can perform well.
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21. 7. It has been used to explain specific forms of employee behavior; for
example, the turn – over of younger workers, during pre-job training.
From management‟s point of view, the implications of this theory are two-fold:
First, it is important to determine what needs each
employee seeks to satisfy. This knowledge will be useful to management while
attempting to align rewards available to the employee with the needs that the
employee seeks to satisfy. It is necessary to individualize rewards to each
employee, for rewards that are valuable for some may not be appealing to
others.
Second, management should attempt to clarify the path for the
worker between efforts and needs satisfaction. Individual motivation will be
significantly determined by the probabilities the worker assigns to the following
relationship:
His effort leading to performance – performance leading to
rewards, and these rewards – satisfying personal goals.
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22. Vroom‟s theory, in sum, indicates only the conceptual
determinants of motivation and how they how related. It does not provide specific
suggestions on what motivation humans in organization, as did the maslow and
herzberg models. It is, however, of value in understanding organizational behavior.
It clarifies the goals between individual and organizational goals. It attempts only to
mirror the complex motivation process; it does not attement to describe how
motivational decisions are actually made or to solve actual motivational problems
facing manager. It needs further testing to prove its validity.
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23.  Conclusion:-
The Expectancy Theory of Victor Vroom deals with
motivation and management. Vroom's theory assumes that behavior results
from conscious choices among alternatives whose purpose it is to maximize
pleasure and minimize pain. Together with Edward Lawler and Lyman
Porter, Vroom suggested that the relationship between people's behavior at work
and their goals was not as simple as was first imagined by other scientists. Vroom
realized that an employee's performance is based on individuals factors such
as personality, skills, knowledge, experience and abilities.
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24. Finally I conclude my all the main topics which are explained before
you in detailed, and my topics are:-
Introduction Of Motivation
 Various Defecation Of Motivation
 Important Elements Of Model
 Vroom’s Expectancy Theory Product of Valence
and Expectancy
 Vroom’s Expectancy Theory
 Vroom’s model
 Conclusion
 Bibliography
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25. Bibliography:-
i. Management Theory of Practice
- J. S. Chandan
ii. Students guide to Management
- Dr. N. Vasisth
iii. Essentials of Management
- Harold Koontz
- Heinz Weihrich
iv. Essentials of Management
- P. N. Reddy
- P. C. Tripathi
- H. R. Appannaia
vi. Personnel Management
- C. B. Mammoria
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26. vaghela_manisha13@y by: Manisha Vaghela 26
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