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    Victor Vroom

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    Fullmetal
    Victor Vroom developed expectancy theory of motivation which holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. His theory argues that work motivation is determined by individual beliefs regarding effort-performance relationships and work outcomes.

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    Victor Vroom

    Uploaded by

    Fullmetal
    16 views13 pages
    Victor Vroom developed expectancy theory of motivation which holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. His theory argues that work motivation is determined by individual beliefs regarding effort-performance relationships and work outcomes.

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    253050154-victor-vroom-ppt

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    Victor Vroom developed expectancy theory of motivation which holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. His theory argues that work motivation is determined by individual beliefs regarding effort-performance relationships and work outcomes.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    16 views13 pages

    Victor Vroom

    Uploaded by

    Fullmetal
    Victor Vroom developed expectancy theory of motivation which holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. His theory argues that work motivation is determined by individual beliefs regarding effort-performance relationships and work outcomes.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
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    Victor Vroom

    Subtitle
    Victor Vroom
    • Victor H. Vroom (August 9, 1932, Montreal,
    Canada) is a business school professor at
    the Yale School of Management. He holds a
    PhD from University of Michigan.
    • Vroom's primary research was on
    the expectancy theory of motivation.
    • His most well-known books are Work and
    Motivation, Leadership and Decision
    Making and The New Leadership.
    Expectancy Theory

    • Victor Vroom’s expectancy theory holds


    that people are motivated to behave in
    ways that produce desired combinations of
    expected outcomes.
    • Vroom’s theory argues that work
    motivation is determined by individual
    beliefs regarding effort-performance
    relationships and work outcomes.
    • Vroom’s theory has been summarized
    as follows:
    The strength of a tendency to act in a
    certain way depends on the strength of an
    expectancy that the act will followed by a
    given consequence (or outcome) and on the
    value or attractiveness of that consequences
    to the actor.
    Motivation in Vroom's Expectancy
    Theory
    Individuals have different sets of goals and can
    be motivated if they believe that:

    • There is a positive link between effort and


    performance
    • Favourable 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 work effort worthwhile
    Two stage sequence of expectations
    • First, motivation is affected by an
    individual’s expectation that a certain level
    of effort will produce the intended
    performance goal.
    • Finally, individuals are motivated to the
    extent that they value the outcomes
    received.

    effort performance performance outcome


    Components of Expectancy Theory
    • Expectancy
    The probability assigned by an
    individual that work effort will be followed
    by a given level of achieved task
    performance.
    • The following factors influence an employee’s
    expectancy perceptions:

    - Self-esteem.
    - Self-efficacy.
    - Previous success at the task.
    - Help received from a supervisor and
    subordinates.
    - Information necessary to complete the task.
    - Good materials and equipment to work with.
    • Instrumentality
    The probability assigned by the
    individual given level of achieved task
    performance will lead to various work
    outcomes.

    • Valence
    The value attached by the individual
    to various work outcomes.
    Mathematical Relationship

    (M) Motivation
    (E) Expectancy
    (I)Instrumentality
    (V) Valence
    • Extrinsic rewards
    Are given to the individual by some
    other person in the work setting.

    • Intrinsic rewards
    Are received by the individual directly
    through task performance.
    Reference
    • Schermerhorn, J.R. Jr., Hunt, J.G., and Osborn,
    R.N. (1982). Organizational behavior (7th ed.).
    New York, USA: John Wiley & Sons, Inc.
    • Kreitner, R., and Kinicki, A. (1989).
    Organizational behavior (3rd ed.). USA: Richard
    Irwin
    • http://www.ibbusinessandmanagement.com/25-
    motivation.html
    • http://en.wikipedia.org/wiki/Victor_Vroom

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