Victor Vroom

“Expectancy theory of motivation”

 Who is he ?

• Victor Vroom was born on 9

August, 1932 in Montreal,
Canada. He is a business
school professor at the Yale
School of Management.
• Professor Vroom is renowned
for his work on the expectancy
theory of motivation, which
attempts to explain why
individuals choose to follow
certain courses of action in
organizations, particularly in
decision-making and
leadership.
 Key elements of the
“Expectancy theory of motivaton”
• maximize pleasure and minimize pain
• Expectancy (E), Instrumentality (I), and Valence
(V).
• pursue the level that generates the greatest reward
for him or her.
 The Theory
• This theory deals with motivation and
management. It assumes that behavior results
from conscious choices whose purpose is to
maximize pleasure and minimize pain. Vroom
realized that an employee’s performance is
based on individuals factors such as personality,
skills, knowledge, experience and abilities.
• According to this theory the individuals have a
different sets of goals and can be motivated with
different factors.
 Motivation factors
• There is positive correlation between effort and
performance.
• Favorable performance will result in a desirable
reward.
• The reward will satisfy an important need.
• The desire to satisfy the need is strong enough
to make the effort worthwhile.
 Expectancy
• refers to the strength of a person's belief about
whether or not a particular job performance is
attainable. Assuming all other things are equal,
an employee will be motivated to try a task, if
he or she believes that it can be done.
• the level of confidence in the skills required for
the task.
• the availability of pertinent information.
• amount of support that may be expected from
superiors and subordinates.
 Instrumentality:
• If an employee believes that a high level of
performance will be instrumental for the
acquisition of outcomes which may be
gratifying, then the employee will place a high
value on performing well.
• For management to ensure high levels of
performance, it must tie desired outcomes
(positive valence) to high performance, and
ensure that the connection is communicated to
employees.
 Valence
• This term refers to the emotional orientations
people hold with respect to outcomes (rewards).
An outcome is positively valent if an employee
would prefer having it to not having it. An
outcome that the employee would rather avoid
( fatigue, stress, noise, layoffs) is negatively
valent. Valences refer to the level of satisfaction
people expect to get from the outcome.
 Conclusion
• Every worker need and has to have objectives.
• This objectives should be base on the (E), (I)
and (V).
• Every objective will be different for every
worker.