Expectancy Theory Is A Motivational Theory Essay

Expectancy Theory or "VIE Theory" is based on the premise that motivation happens when three particular conditions are fulfilled: effort, performance, and outcome. Think of motivation as a chain where every connection represents to a condition, and the intersection of every connection represent its components: expectancy, instrumentality, and valence. Within the chain, a man expects their effort will bring about some level of performance (expectancy). The perceived or expected result of their performance level will be considered instrumental to the result (instrumentality). Lastly, a man will put subjective esteem on their conviction about the result (valence). This value will determine how satisfactory the result

Expectancy Theory: People exert a high level of effort when (1) he or she believes that effort will lead to a good performance appraisal, (2) that a good appraisal will lead to rewards, and (3)

Some of the employees have said that they cannot be successful with the new process because it requires more dexterity than they believe that they are capable of.

Mismatch negativity (MMN): Mismatch negativity occurs when this is an occasional mismatch between the expected stimulus and the presented stimulus in an event-related potential (ERP). An ERP measures our brain response to an event, such as hearing a sound, and can thus be graphed. We can understand mismatch negativity in an ERP through understanding the expectancy theory. According to the expectancy theory, our brains can expect what notes might come next, based on previous knowledge or the rhythmic patterns. Thus, mismatch negativity occurs when we are wrong about the notes we had expected to come next. MMN is important to music psychology as it reflects a process in the auditory system for predicting future sound events on the basis of the recent past, and the brains reaction when those predictions are not fulfilled. (Trainor pp 172)

Motivation, “the willingness of an individual to exert high levels of effort towards organizational goals”, (class, session 4) can be separated into two subsets: intrinsic and extrinsic. Where intrinsic motivation gives individuals “a sense of accomplishment and/or [a feeling] the task is worthwhile,” (class, session 4) extrinsic motivation offers tangible rewards such as praise or bonuses. As companies define rewards in an effort to keep employees motivated they often use the expectancy model as guidance. The model suggests that individuals determine their actions based on motivation for an established outcome, and success of the model relies on close links among its three main components: effort, performance and outcomes (class, session

In today’s organization, there is a need for ways in which to effectively motivate employees. Expectancy theory addresses the underlying issues that are associated with the belief that a performance or outcome is attainable. Developed initially by Edward Tolman and Kurt Levin, introduction of the theory into the workplace was not achieved until quite some time later by Victor Vroom (Bradt, 1996). It is his first utilization of the theory that enabled others to develop and recognize the potential the theory played in motivating individuals. This essay will address not only the fundamental mechanics behind expectancy theory, but also how it can be correlated with education, performance appraisals,

Motivation is defined as “the desire to achieve a goal or a certain performance level” (Bauer & Erdogen, 2009, p.97). Motivation theories are useful tools that organizations can use to energize employees and foster a stimulating work environment. These theories are categorized as either content or process theories. Today, Bauer and Erdogen (2009) state that many organizations have applied motivation theories ,such as the goal setting theory and reinforcement theory, in order to modify their employees’ behavior in the workplace through goals and reward systems. According to the reinforcement theory, behavior that is rewarded is often repeated. As a result, many organizations have utilized this theory by tying rewards to performance (Bauer &

Overall Vroom’s Expectancy Theory fits in with a manager in a manufacturing firm as they need to monitor and keep their staff happy. From studying Vroom’s theory I learned that the managers have to study their staff and get to know them and get to know how they work to get the best out of them. The manager should always follow through with rewards or promises to his or her staff as the staff can turn against them easily and this could cause problems.

The first theory I selected was expectancy theory. Expectancy theory is a motivational theory describing the cognitive processes individuals engage in when faced with several voluntary responses (Vroom, 1964). The theory suggests that an individual’s motivation will be based on their perception of the likelihood that their effort will lead to successful performance of a task (expectancy); a high level of performance will result in a desired outcome (instrumentality); and, how much the individual wants, or values, the identified outcome (valence; Mahmoud & House, 1974; Vroom, 1964).

Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards. Management must discover what employees value.

Victor H. Vroom’s Theory (1964) developed the Expectancy Theory of Motivation. This theory is a behavioral theory that one behavior of an individual will be chosen over another type of behavior when positive performance will lead to desirable rewards. Figure 3.3 will illustrate the three components to this theory: expectancy, instrumentality, and valance, and show how the variables of Vroom’s theory is designed.

The expectancy theory of motivation states that employees will do what he or she can do whenever they want to do it (Armstrong, 2007). Employees motivation to work will depend on the relationship among three factors; expectancy, instrumentality, valence (Lombardi and Schermerhorn, Jr., 2007). Expectancy theory confirms that if expectancy, instrumentality, valence is low; motivation will suffer because employees will not feel confident enough to perform higher and are not given opportunities of receiving promotions (Armstrong, 2007).

The Goal of this Article is to analyse the various Motivation Theories for employees in the workplace environment. It attempts not to just present yet another theory of work motivation, rather focusing on metatheory which is the processes through which we can build more valid, more complete and more practical theories.

The purpose of this research is to examine the initial preconceptions that engineering freshmen believe when they first arrive at Colorado State University. Specifically, it will examine the dichotomies between student perception and reality; hopefully revealing the perceptions and values which lead students to leave or persevere in engineering. The focus of analysis on student motivation utilizes the Expectancy-Value Theory. Three aspects of the Expectancy Value Theory, expectation, utility, and perseverance, are significant factors which contribute to the completion of challenges. These factors are integrated into a questionnaire designed to evaluate the expectations of freshman engineering students. The implementation of a numerically scaled questionnaire developed from components of the Expectancy Value Theory allows the abstract concept of motivation to be quantified. The analysis of 86 freshman engineering students found that students will need to develop a value in what they are learning or a drive for future goals to persist in completing their declared degrees. Further data collection is recommended to improve sample quality.

In order to understand motivation in an organization and how it affects its employees and management we must first understand what exactly motivation is. Motivation in an organization encourages employees to work efficiently and in the best interest of the company; as the manager of an organization one should start looking into why or how motivation is established. An organization will not be as successful if their employees are unmotivated and they will likely have a high turnover rate.