Vroom's Expectancy Theory of Motivation

Vroom 's Expectancy Theory of Motivation 
The expectancy theory of work motivation has its roots in the cognitive concepts of pioneering social psychologists Kurt Lewin and Edward Tolman and in the choice behaviour and utility concepts from classical economic theory. 


Valence means the strength of an individual 's preference for a particular outcome.  In order for the valence to be positive the person must prefer attaining the outcome to not attaining it.Another major input into the valence is instrumentality of the first-level outcome in obtaining a desired second -level outcome.  Another major Variable in the Vroom motivational process is expectancy.  Expectancy in Vroom 's theory is the probability  (ranging from 1 to 1) that a particular action or effort will lead to a particular first- level outcome. 



Expectancy relates efforts to first -level outcomes whereas instrumentality relates first - level outcomes and second -level outcomes. Instrumentality refers to the degree to which a first -level outcomes will lead to a desired second -level outcome. In summary the strength of the motivation to perform a certain act will depend on the algebraic sum of the products of the valences of the outcomes (which include instrumentality ) times the expectancies.


Performance Satisfaction Model (Porter and Lawler)
Porter and Lawler refined and extended Vroom's model and showed that there was a relationship betweens satisfaction and performance. Motivation (effort to force) does not equal satisfaction or performance. Motivation ,satisfaction and performance are all separate Variables and relate in ways different from what was traditionally assumed . Effort (force or motivation ) does not lead directly to performance.  It is moderated by abilities and traits and role perceptions . More important model is what happens after the performance.  The rewards that follow and how these are perceived will determine satisfaction.  In other words Porter Lawler model suggests that performance leads to satisfaction.


Contemporary  theories of work motivation 
●Equity Theory 
●Attribution Theory


Equity Theory ( J.  Stacey Adams)
The theory argues that a major input into job performance and satisfaction is the degree of equity (or inequity) that people perceive in their work situation.

Inequity occurs when a person perceives that the ratio of his her outcomes to inputs and the ratio of a relevant other's outcomes to inputs are unequal.


Both the inputs and the outputs of the person and the other are based on the person's perceptions. Age , sex,education,social status,organizational position , qualifications and how hard the person works are some of perceived input variables. Outcomes consist of rewards such as pay ,status ,promotion and intrinsic interest in the job . The ratio is based on the person's perception of what the persons is giving (inputs) and receiving (outcomes) versus the ratio of what the relevant other is giving and receiving .


Attribution Theory (Harold Kelley)
Attribution refers simply to how people explain the cause of another's or their own behaviour.  There are two general types of attributions that people make : dispositional attribution which ascribe a person 's behaviour to internal factors such as personally traits , motivation or ability and situational attributions which attribution a person'sbehaviour to external factors or situation.

1. Bad -luck attributions (external) take the sting out of a negative outcome , but good luck attributions (external) reduce the joy associated with success.

2. When individuals attribute their success to internal rather than external factors they have higher expectations for future success report a greater desire for achievement and set higher performance goals.


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