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motivation- expectancy theory

Victor Vroom's Expectancy Theory of Motivation posits that motivation is determined by the perceptions of effort leading to performance (E1), performance leading to outcomes (E2), and the individual's preference for those outcomes (Net Preference). The level of motivation is calculated as the product of these three factors, highlighting that if any factor is low, overall motivation will also be low. The theory emphasizes the importance of clear communication, skill analysis, and understanding individual preferences to enhance motivation.

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10 views15 pages

motivation- expectancy theory

Victor Vroom's Expectancy Theory of Motivation posits that motivation is determined by the perceptions of effort leading to performance (E1), performance leading to outcomes (E2), and the individual's preference for those outcomes (Net Preference). The level of motivation is calculated as the product of these three factors, highlighting that if any factor is low, overall motivation will also be low. The theory emphasizes the importance of clear communication, skill analysis, and understanding individual preferences to enhance motivation.

Uploaded by

mamdooj
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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EXPECTANCY THEORY OF

MOTIVATION
BY VICTOR VROOM
Expectancy Theory of Motivation
By Victor Vroom

E1 E2

Effort Performance
Outcome

Level of motivation= E1 x E2 x Net


Preference
 E1 is the perception that effort leads to
performance.
 E2 is the perception that performance
leads to an outcome.
 Net preference is average level of desire
for the various outcomes.
Level Of Motivation
 Level of motivation = E1 x E2 x Net
Preference
E1
The perception of the probability that
high effort will lead to high performance.

 Communication
 Analysis of prior
effort/
performance
relationships
 Skills requirements
analysis
E2
The perception that high
performance will lead to outcome.
 Communication
 Organizational analysis
 Managerial analysis
NET PREFERENCE
The value the person places on various
outcomes.

 Communication
 Observation
 Job analysis
E1
The perception of the probability that
high effort will lead to high
performance.

-Common reasons for motivational problems:


1. The individual does not have a clear
understanding of the performance requirements.
2. He / She doesn’t know what kind of effort is
required to achieve the performance.
3. The individual doesn’t have the skills related to
the kind of effort required.
4. The individual thinks that he does not
have the required skills.
Motivational problems
Continued:

5. He / She doesn’t realize the amount of effort that


is required.

6. He / She is unable to put forth the amount of


effort required.

7. The individual has history of failure.


E1
The perception of the probability that high
effort will lead to high performance.

 Communication
 Training
 Confidence building
 Job redesign
E2
The perception that high performance will
lead to outcome.
 The outcomes were not tied to
performance in the past.
 The individual perceives that outcomes
are not tied to performance.
E2
The perception that high
performance will lead to outcome.
1. Communication
2. Persuasion
Net Preference
The value the person places on various
outcomes.
1. Offering outcomes
for which the
individual's
preference is
negative,
indifferent, or low.
2. A failure to offer
outcomes for which
the individual has a
high preference.
Net Preference
The value the person places on various outcomes.

 The addendum approach –


 add positive preference outcomes.
 Subtraction-
 Removenegative preference
outcomes.
 Substitution-
 Taking
away negative preference
and add positive preference
outcomes.
Level of Motivation
 Level of motivation = E1 x E2 x Net
Preference
A. Multiplicative relationship if any one factor is
low than motivation is low.
B. Adds a valuable dimension of instrumentalities
the need theories do not include.

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