Page 293 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Unit 13: Motivation and Morale

Notes
Figure 13.4: A General Model of Vroom’s Expectancy Theory

Outcome 1

Performance
High effort Outcome 2
goal
Outcome 3

Decision
to exert
effort

Outcome 1

Performance
Low effort Outcome 2
goal
Outcome 3

Let us define and understand these three concepts of Vroom’s equation:
Valence: Valence refers to the positive or negative value that people place on outcomes. Valence
mirrors our personal preference. We assign a value to an outcome depending upon our
requirement and needs. Mostly, people attach high values to outcomes such as increased
salary, promotion or recognition, but low values to stress or layoff. An outcome’s valence
depends on an individual’s needs and is measured for research purposes with scales ranging
from a negative value to a positive value. For example, an individual’s valence towards more
recognition can be assessed on a scale ranging from –2 (very undesirable) to 0 (neutral) to +2
(very desirable).
Expectancy: Expectancy represents an individual’s belief that a particular level of performance
will be followed by a particular degree of effort. In other words, it is effort—performance
expectation. Expectancies take the form of subjective probabilities and may range from 0 to 1.
An expectancy of 0 indicates that the effort has no anticipated impact on performance. For
example, if you are assured that any given level of effort towards learning to ride a bicycle on
the first day will not lead you to do so; your expectancy for this linkage will be 0. However,
with little practice and training, you can learn to ride the bicycle and your expectancy will then
range from 0 to 1. The factors, which influence an employee’s expectancy perception, are as
follows:
• Self-esteem
• Previous success at task

• Help received from a supervisor or a subordinate
• Information necessary to complete the task
• Good material and equipment to work with
Instrumentality: An instrumentality is a performance—outcome perception. As shown in Figure
13.4, it represents a person’s belief that a particular outcome is contingent on accomplishing
a specific level of performance. Performance is instrumental when it leads to something else.

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