Scribd
Upload
167 views2 pages

Biography Victor Vroom: Victor Vroom (Victor Harold Vroom 9 August 1932) Is A Professor Emeritus of

Victor Vroom developed the Expectancy Theory of Motivation in 1964 while teaching at Yale School of Management. The theory suggests that individuals are motivated to put forth more effort if they believe that increased effort will lead to better performance and rewards. Expectancy theory has three components: expectancy, which is the belief that effort leads to performance; instrumentality, the belief that performance leads to rewards; and valence, the value an individual places on rewards. Managers can use expectancy theory to understand employee motivation and enhance performance by closely tying rewards to performance levels through clear policies and employee training.

Uploaded by

Micah Maquirang
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
167 views2 pages

Biography Victor Vroom: Victor Vroom (Victor Harold Vroom 9 August 1932) Is A Professor Emeritus of

Victor Vroom developed the Expectancy Theory of Motivation in 1964 while teaching at Yale School of Management. The theory suggests that individuals are motivated to put forth more effort if they believe that increased effort will lead to better performance and rewards. Expectancy theory has three components: expectancy, which is the belief that effort leads to performance; instrumentality, the belief that performance leads to rewards; and valence, the value an individual places on rewards. Managers can use expectancy theory to understand employee motivation and enhance performance by closely tying rewards to performance levels through clear policies and employee training.

Uploaded by

Micah Maquirang
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 2

Good morning everyone I am micah maquirang and I am assigned to discussed with

you some short introduction regarding expectancy theory by victor Vroom.


At Yale School of Management, Victor Harold Vroom is a professor emeritus of
management and a professor of psychology. He is an expert in evaluating psychological
behavior in organizational leadership and decision-making. In 1964, Victor Vroom also
developed the Expectancy Theory of Motivation.
So this expectancy theory suggests that behavior is motivated by anticipated results or
consequences. Vroom proposed that a person decides to behave in a certain way
based on the expected result of the chosen behavior. For example, people will be willing
to work harder if they think the extra effort will be rewarded.
Such, Expectancy theory states that individuals are motivated to perform if they know
that their extra performance is recognized and rewarded or People often make
decisions based on the reward they expect to receive from their work.
So the next reporter will elaborate further the expectancy theory and its components.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain
why individuals choose to follow certain courses of action and prefer certain goals or outcomes over
others in organizations, particularly in decision-making and leadership. His most well-known books
are Work and Motivation, Leadership and Decision Making and The New Leadership. In this
theory, he suggested that motivation is largely influenced by the combination of a person's belief that
effort leads to performance, which then leads to specific outcomes, and that such outcomes are
valued by the individual
Individuals make choices based on estimates of how well the expected results of a
given behavior are going to match up with or eventually lead to the desired results. This
process begins in childhood and continues throughout a person’s life.
Expectancy theory can run aground if managers interpret it too simplistically.
Vroom’s theory entails more than just the assumption that people will work harder if they
think the effort will be rewarded.

Victor Vroom (Victor Harold Vroom; 9 August 1932) is a professor emeritus of


management and professor of psychology at the Yale School of Management.
He is an expert in analyzing psychological behavior on leadership and decision
making in organizations. Victor Vroom also personally created the Expectancy
Theory of Motivation in 1964.
Biography Victor Vroom
Victor Vroom was born and raised in Montreal in Canada and is the youngest of
the two brothers he has. He was born during the Great Depression.

In that time, there was no guarantee for keeping a job, but Victor Vroom’s father
managed to keep his employment at the Northern Electric Company, an electric
supply and distribution company. He consequently was able to finance Victor
Vroom’s brother’s education, who both graduated from McGill University but it
was uncertain if he could finance Victor Vroom’s education in the future.
Expectancy theory has three components: expectancy, instrumentality, and valence.
Expectancy is the individual’s belief that effort will lead to the intended performance
goals. Expectancy describes the person’s belief that “I can do this.” Usually, this belief is
based on an individual’s past experience, self-confidence, and the perceived difficulty of
the performance standard or goal. Factors associated with the individual’s expectancy
perception are competence, goal difficulty, and control.
Instrumentality is the belief that a person will receive a desired outcome if the
performance expectation is met. Instrumentality reflects the person’s belief that, “If I
accomplish this, I will get that.” The desired outcome may come in the form of a pay
increase, promotion, recognition, or sense of accomplishment. Having clear policies in
place—preferably spelled out in a contract—guarantees that the reward will be
delivered if the agreed-upon performance is met. Instrumentality is low when the
outcome is vague or uncertain, or if the outcome is the same for all possible levels of
performance.
Valence is the unique value an individual places on a particular outcome. Valence
captures the fact that “I find this particular outcome desirable because I’m me.” Factors
associated with the individual’s valence are needs, goals, preferences, values, sources
of motivation, and the strength of an individual’s preference for a particular outcome. An
outcome that one employee finds motivating and desirable—such as a bonus or pay
raise—may not be motivating and desirable to another (who may, for example,
prefer greater recognition or more flexible working hours).
Expectancy theory, when properly followed, can help managers understand how
individuals are motivated to choose among various behavioral alternatives. To enhance
the connection between performance and outcomes, managers should use systems
that tie rewards very closely to performance. They can also use training to help
employees improve their abilities and believe that added effort will, in fact, lead to better
performance.

You might also like