Expectancy Employees have different expectations and levels of confidence about what they are capable of doing. Instrumentality The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager.
References Management and Motivation, Vroom, V. Quick Links. Department of Engineering. Goal difficulty: The difficulty level of your goal may influence the outcome you expect from your work. Control: The level of control you feel you have over your performance can influence the efforts you make. Instrumentality is the belief that the reward you receive will depend on your performance in the workplace. The employee should have clear expectations for their reward.
Some of the most common rewards include:. Generally, instrumentality increases if you feel that you have more control as to how, why or when you will receive rewards.
Valence is the importance you place on the expected outcome of your performance. This often depends on what your individual needs, goals, values and sources of motivation are.
You can use expectation theory to improve the motivation of your team by following these steps:. Always deliver on your promises so you can establish and continue to build trust with your team. Trust your team to handle the tasks you give them, and challenge them to reach their full potential.
At the same time, remember to keep expectations achievable to help keep your colleagues motivated and confident in their work. They must also accurately assess employees' capabilities expectancy and make available all of the right resources to help employees be successful in their jobs. Managers must also keep their word; employees need to trust that if they put in the work and effort, they will actually get the promised reward instrumentality.
Another weakness of expectancy theory is when management offers certain motivations and rewards, but the employees don't value or believe in them. This is the main leverage management has to guide their team's behavior, so if they don't choose rewards with enough perceived value, employees will lose motivation to perform.
Because of management's lack of understanding, the employee isn't motivated. She has worked as a financial writer and editor for several online finance and small business publications since , including AZCentral. Motivation depends on how much we want something and how likely we think we are to get it. Expectancy theory: A theory which proposes that behaviors result from conscious choices among alternatives, based on the expected utility and rewards of said behaviors.
Expectancy theory consists of expectancy, instrumentality, and valence. Developed by Canadian organizational behavior and motivation researcher Victor H. Vroom, expectancy theory was inspired by the realization that employee performance is based on individual factors like personality, past experiences, confidence, skills, and knowledge. In other words, the relationship between behaviors and goals was not as simple as previously believed.
When choosing behaviors to engage in, motivation is the most important factor. Vroom introduced three variables that drive expectancy theory: expectancy, instrumentality, and valence.
Expectancy is theorized to be influenced individual factors including:. Factors that influence instrumentality include:. Vroom developed expectancy theory to explain the process of motivation: rather than simply stating what will motivate someone, the theory defines how motivation comes about. Expectancy theory can help managers understand how employees are motivated to choose among behavioral alternatives.
Educators are constantly trying to understand what enables and motivates students to excel in their learning, and expectancy theory has been used to assess motivation. Motivation is especially important in adult education due to the increased external demands placed on students. Clear rewards and achievements from work can be maximized through marketing and teaching strategies that connect adult education to personal outcomes, such as employment opportunities. While expectancy theory provides a good framework to assess, interpret, and evaluate employee behavior as it applies to learning, decision making, motivation, and attitude formation, some critics have suggested that the variables remain misunderstood.
For example, some have suggested a need to distinguish between intrinsic and extrinsic rewards on the basis of effort and performance. As an extension of this distinction, other researchers have suggested that intrinsic outcomes are better predictors of job performance and satisfaction than extrinsic outcomes, 8 9 while others have suggested that intrinsic outcomes are more powerful motivators than extrinsic outcomes. One example of culturally inappropriate rewards comes from ASMO, a Japanese motor company that opened a manufacturing plant in the United States.
Despite maintaining a large workforce of Japanese employees, a team of American managers was hired to oversee plant operations. Wanting to motivate employees, the American managers at the ASMO plant implemented an employee of the month program that required employees to nominate their coworkers. If the management team had considered the influence of such cultural characteristics on valence, they could have developed a more motivating reward system.
Expectancy theory has been applied to user acceptance of new information systems, with implementation research suggesting that user attitudes toward technological systems are critical. A team of American researchers used expectancy theory to examine the necessary motivations for successful implementation of new information systems. Ninety-five MBA students completing an information systems course were given a case study, where they were loan officers at a commercial bank.
This problem-solving computer program assisted in making loan approval decisions by judging financial attributes of companies. Regardless of whether the system was used, the loan officers would be responsible for loan decisions. Using the expert system was voluntary and participants could decide the extent to which they used the system.
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