Vroom’s Model of Expectancy
Vroom’s Model of Expectancy Theory
Vroom’s model of expectancy theory suggests that people will change their behavior in response to motivation. When people are motivated, they are likely to change how they behave regarding their efforts. This is because; people expect to be rewarded as a result of standing out from others. This implies that the selection of a specific behavior will be directly proportional to the desired outcome. However, Victor Vroom noted that the desired result would not sorely influence the changing of individual behavior, but there are some other factors involved (Barba-Sánchez & Atienza-Sahuquillo, 2017). The expectancy theory explains the mental process involved when an individual makes choices about behavior change influenced by the desired outcome.
Application of Vroom’s Model of Expectancy Theory in Measuring Motivation
According to Vroom’s model, an individual’s motivation depends on three factors; Instrumentality, valence, and expectancy. The three factors will determine the conscious decision an employee makes on whether to perform or fail to achieve the management’s performance. Valence measures the value an individual gives to a particular reward as a result of their behavior. The prizes, in this case, could either be intrinsic such as an increased feeling of fulfillment, or external rewards, such as a promotion or monetary rewards (Barba-Sánchez & Atienza-Sahuquillo, 2017). An example is when an employee will earn a basic monthly salary and earn a commission depending on the work he or she has done.
Expectancy refers to the level at which employees are optimistic that if they add more effort to their work, they will achieve their target results. The longing will depend on the working environment and its ability to help employees achieve their objectives. The environment refers to the availability of the required resources, getting support from the management, having the right skills, and finally having the information needed to achieve their goals (Barba-Sánchez & Atienza-Sahuquillo, 2017). If some of these elements are not available, employees might not be interested in putting in more effort despite the desired rewards.
Instrumentality refers to the confidence that a good outcome will be achieved due to the added effort. Instrumentality will depend on the belief in the decision-makers who decide on who earns what reward. Secondly, instrumentality will rely on the clarity of the process involved in rewarding the effort and the correlation between bonuses and employee productivity. The following relationship determines the instrumentality of a motivational system; first, the relationship between effort and performance (Park & Kim, 2017). This refers to the likelihood of additional action being recognized in effort appraisals. Secondly, the relationship between performance and reward; does good performance attract the desired bonuses? And lastly, instrumentality will depend on the relationship between tips and the employees’ personal goals.
Application of Valence in Staffing Issues
As discussed earlier, valence is the value given by employees to the rewards given due to their efforts. An individual employee will determine if a bonus given due to their efforts is worth their efforts. Suppose an individual feels that their actions are not adequately rewarded. In that case, the management can seek to understand the rewards that will suit such an employee to keep them motivated (Park & Kim, 2017). When staffing individuals, human resource officers should know what they value most, whether it’s vacations, retirement packages, or medical covers. By understanding what keeps employees motivated, the management will keep employees highly productive and be willing to keep their jobs.
Conclusion
Vroom’s expectancy theory is essential when the issue of motivation comes up in an organization. The three aspects of the model, expectancy, instrumentality, and valence, will determine how motivated employees will be. If the three elements are not balanced, the motivation will be affected, affecting employee productivity. Employers should therefore discuss with employees about rewards, set goals that will challenge their capability but achievable, and lastly, be honest, transparent, and trustworthy as far as rewarding is concerned.
References
Barba-Sánchez, V., & Atienza-Sahuquillo, C. (2017). Entrepreneurial motivation and self-employment: evidence from expectancy theory. International Entrepreneurship And Management Journal, 13(4), 1097-1115. https://doi.org/10.1007/s11365-017-0441-z
Park, S., & Kim, S. (2017). The Linkage Between Work Unit Performance Perceptions of U.S. Federal Employees and Their Job Satisfaction: An Expectancy Theory. Transylvanian Review Of Administrative Sciences, 5(2), 77-93. https://doi.org/10.24193/tras.52e.5