Marketing91

  • Home
  • Categories
    • Marketing
      • Advertising
      • Branding
      • Sales
      • Retailing
      • Consumer Behavior
      • Distribution
      • Market Research
      • Pricing
      • Product Management
      • Strategy
      • Segmentation
      • Targeting
      • Positioning
      • Services Marketing
      • Articles
    • Digital Marketing
      • Blogging
      • SEO
      • E-commerce
      • PPC
      • Email marketing
      • Social Media Marketing
      • Facebook Marketing
    • Brands Analysis
      • Marketing Mix
      • SWOT
      • Strategies
      • Competitors
      • Lists
      • Expensive
    • Management
      • Customer Management
      • Communication
      • Leadership
      • Decision Making
      • Delegation
      • Organizational Management
      • Motivation
      • Personal Development
      • Project Management
      • Risk Management
      • Team Management
      • Time Management
    • Careers
      • Interviews
    • Business
      • Business Models
      • Logistics
      • Supply Chain
    • Human Resources
    • Skills
  • News
  • Academy
  • About Us
    • Contact Us

Expectancy Theory of Motivation

July 23, 2020 By Hitesh Bhasin Filed Under: Motivation

The Expectancy Theory as explained by Vroom was brought about to explain and separate effort (arising from motivation), outcomes, and performance. This is because other theories i.e. by Maslow and Herzberg only explain the relationship between needs and the required effort to fulfill them.

With Vroom’s Expectancy Theory, it is assumed that behavior arises from choices whose sole purpose is to obtain maximum pleasure and lowest pain.

Vroom, therefore, realized that employees’ performances are based on individual factors that include personality, knowledge and skills, experience, and other abilities. He further explains in expectancy theory that performance, motivation, and effort are directly linked through variables i.e. Instrumentality, Expectancy, and Valence.

Table of Contents

  • Variables
    • 3 Variables
  • Expectancy theory and other Motivational theories
  • Application of Expectancy Theory
  • Other Motivational theories;
  • The Needs motivational theory
  • The Equity theory

Variables

3 Variables

  1. Instrumentality: This is the belief that if someone performs well, a valued outcome will arise. It means that a ‘valued level outcome leads to a second level outcome’. This is affected by;
    • Clear knowledge and understanding of the relationship between outcomes and performance.
    • Trusting in people who make decisions and whoever gets whatever outcome.
    • Creation of a transparent process that decides the recipient of the outcome.
  2. Expectancy: This is a belief that increased or improved efforts lead to improved performance. This is affected by;
    • Having the required resources e.g. time and raw materials
    • Being with the right skills for a particular job
    • Having the correct support for the job to be done e.g. supervisory support or the right job information
  3. Valence: The importance one places on the expected outcome is called valence. A good example of valence is that if an individual is motivated by money; he must not value other offers requiring time offs.

All the three elements of expectancy theory are interrelated and none should be chosen over another. i.e.

  • E>P expectancy: assessment of the probability that efforts lead to the required performance
  • P>O expectancy: assessment of the probability that successful performance leads to required outcomes
Also Read  Motivational Skills for Leaders in the Workplace

The expectancy theory is based on perceptions. This means that even if an employer provides all that is required for motivation and it works with the majority in the organization, some employees will still feel demotivated.

Traditionally, Expectancy theory was most applicable where motivated employees needed the reward on offer. In today’s world, expectancy theory may apply in any situation where a person will do something because he is focused on a particular outcome. E.g. one may choose to do paper recycling because he believes it’s important in environmental conservation (valence) and it preserves resources. He also believes that the more the effort in recycling, the more the paper will be saved (expectancy). Again the more paper for recycling, the less the resources utilized (Instrumentality)

Vroom’s expectancy theory is therefore not about self-interest in the reward but is more about people’s associations with required outcomes and the genuine contributions they can make towards obtaining the outcomes.

Variables

Expectancy theory and other Motivational theories

Adams’s Equity theory of motivation and Vrooms expectancy theory are interrelated. Equity theory suggests that people will always alter their effort levels to be in line with their perceptions. This theory considers individual perceptions and personal histories thus allowing comprehensive responses that do not assume that all people are the same unlike in Maslow’s theory. Maslow’s motivational theory can be used to describe the outcomes people are motivated by. Vroom’s theory explains whether they will act with regards to their expectations and experience

Expectancy theory explains that organizational employees will only be motivated if they believe that;

  • More effort yields better performance
  • Better performance leads to better rewards e.g. increased salary and other benefits
  • Rewards are valuable bottom of Form

To increase performance and outcomes, management must utilize systems that tie rewards to performance. Managers must also ensure that the provided rewards are the ones desired by recipients or employees.  To improve on effort-performance, training of workers must be instituted to improve their skills, capabilities, and beliefs

Also Read  McClelland’s Theory of Needs (Achievement, Affiliation and Power)

Application of Expectancy Theory

Vroom’s Expectancy theory explains that employees change their effort levels as per the value placed on bonuses received from the whole process. An individual will thus not be motivated if he believes that

  • Increased efforts will not increase performance
  • The increased performance will not increase rewards
  • The reward on offer is not worth the effort

For positive motivation, therefore, all the above three should be viewed positively as positive motivation

With regard to financial bonuses, employees need to believe that their increased effort will yield an additional bonus. Financial bonuses must be achievable (though not too easy to achieve) with clearly set standards for achieving them

Again it should be figured out as to what extent financial bonuses are valued by employees. According to the needs theory and motivational factors by Herzberg, the monetary incentive is just a small section of the larger picture

Other Motivational theories;

Apart from the Expectancy theory, other motivational theories are

  • The Needs motivational theory
  • The Equity theory

The Needs motivational theory

According to this theory, motivation is defined as the willingness to put in more effort in order to obtain the set organizational goals. This is however conditioned to the ability to satisfy needs.

A need makes some outcomes look attractive. Unsatisfied needs lead to tensions that trigger certain drives within individuals, the drives then lead to certain individual behaviors to attain goals thus leading to satisfaction and reduced tension. Needs being psychological, arouse behavior that varies over time depending on the place and environmental factors.

Needs

The Equity theory

The Equity Theory by John Stacy Adams tends to explain why conditions and monetary incentives might not motivate. It also explains why promoting an individual or giving a pay rise to one person may be a demotivating factor to others.

People who feel fairly treated are likely to be motivated. When unfairly treated, on the other hand, employees feel dissatisfied and demotivated

Also Read  Empowerment - Definition and Meaning

Employees always strive to maintain a balance between the job inputs and outcomes received against perceived inputs and outcomes. Equity theory states that people are motivated by fair treatment. The fair treatment maintains relationships with employees, thus improving interrelation and work meaningfulness.

Liked this post? Check out these detailed articles on Topic of Motivation

Alternatively, check out the Marketing91 Academy, which provides you access to 10+ marketing courses and 100s of Case studies.

Marketing91 Academy

About Hitesh Bhasin

Hi, I am an MBA and the CEO of Marketing91. I am a Digital Marketer and an Entrepreneur with 12 Years of experience in Business and Marketing. Business is my passion and i have established myself in multiple industries with a focus on sustainable growth. You will generally find me online at the Marketing91 Academy.

Related posts:

  1. Herzberg’s Theory of Motivation (Two-Factor Theory)
  2. Achievement motivation theory
  3. Reinforcement Theory of Motivation
  4. ERG Theory of Motivation With Its Implications
  5. Theory X and theory Y of Management: Meaning, Differences & Application
  6. The Importance of Motivation and its Effect on Performance
  7. Self Motivation – Meaning and Types
  8. What is Motivation? Definition, Theories and Types
  9. McClelland’s Theory of Needs (Achievement, Affiliation and Power)
  10. How to Motivate Yourself?

Join the Marketing91 Academy

Marketing Masterclass

Management Masterclass

Management Masterclass

Communication Course

Communication Masterclass

View All Courses
Economics Masterclass

Economics Masterclass

Sales Masterclass

Sales
Masterclass

Advertising Masterclass

Advertising Masterclass

View All Courses
Leadership Masterclass

Leadership Masterclass

Branding Masterclass

Branding
Masterclass

Strategy Masterclass

Strategy
Masterclass

View All Courses
Not found what you are looking for? Search this website.

Comments

  1. Mayank Pant says

    great website, keep updating it, it is very helpful.

    Reply

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Advertisement
Recent Posts
  • Informational Power: Definition, Sources and Importance
  • Reward Power in Leadership: Definition and Examples
  • Expert Power: Definition, Examples and Development
  • Legitimate Power: Definition, Examples, Advantages and Disadvantages
  • Nike, Adidas, Shein, and Temu Sent Letter From House China Committee About Forced Labor
Advertisement

Marketing91

MORE INFO

  • About Marketing91
  • Marketing91 Team
  • Privacy Policy
  • Cookie Policy
  • Disclaimer
  • Terms of Use
  • Editorial Policy
  • Advertise
  • Contact us
  • Sitemap

WE WRITE ON

  • Marketing
  • Business
  • Management
  • Brands
  • Digital Marketing
Search
[email protected]

Copyright © 2023 Marketing91 All Rights Reserved