Thirty Second Theories: Expectancy Theory
September 24, 2008
Professor Vroom
Theory Designer: Victor Vroom
Theory Summary: People base actions on perceptions and beliefs.
In an organizational setting employees tend to believe that putting in more effort will yield better job performance, better job performance will lead to a desired outcome or rewards, such as an increase in salary or promotion, the reward will satisfy an important need and the desire to satisfy the need will make the effort worthwhile.
Two points central to expectancy theory:
Effort exerted is a function of
1. Expectation or subjective probability estimate that certain outcomes will occur as a result of performance
2. The valence of outcomes. The greater the valence of any outcome, the more likely the person is to choose to exert some effort to take action
Key words:
Valence: The emotional orientations that people hold with respect to outcome
Instrumentality: The perception the employees will get what they expect even if management gives them assurances
Expectancy: Employees have different expectations and levels of confidence based upon their belief in their ability to accomplish a task
Interesting Fact: Vroom has had a love for music and initially desired to play saxophone with a touring band. At Sir George University, Vroom completed several psychological tests that determined vocational preference. It was through these tests the Professor Vroom decided to pursue psychology as an alternative to music.
Publications: Work and Motivation, Leadership and Decision Making, and The New Leadership
Affiliation: Yale School of Management
Related Links:
Expectancy Theory
Value Based Management Site
There is a great downloadable autobiographical article on Vroom on the Yale School of Management webpage, you can access it here
