{"id":3121,"date":"2023-02-19T16:11:41","date_gmt":"2023-02-19T16:11:41","guid":{"rendered":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/chapter\/expectancy-theory\/"},"modified":"2025-05-27T16:06:10","modified_gmt":"2025-05-27T16:06:10","slug":"expectancy-theory","status":"publish","type":"chapter","link":"https:\/\/content.one.lumenlearning.com\/introductiontobusiness\/chapter\/expectancy-theory\/","title":{"raw":"Learn It 12.3.2: Process-Based Theories of Motivation","rendered":"Learn It 12.3.2: Process-Based Theories of Motivation"},"content":{"raw":"

Expectancy Theory<\/h2>\r\n

One of the best-supported and most widely accepted theories of motivation is Victor Vroom's expectancy theory<\/strong>, which focuses on the link between motivation and behavior. According to\u00a0expectancy theory<\/span>, the probability of an individual acting in a particular way depends on the strength of that individual\u2019s belief that the act will have a particular outcome and on whether the individual values that outcome. The degree to which an employee is motivated depends on three important components:<\/p>\r\n\r\n[caption id=\"attachment_7702\" align=\"aligncenter\" width=\"507\"]\"A Figure 1. How Expectations Can Lead to Motivation[\/caption]\r\n\r\n

<\/span><\/figure>\r\n
    \r\n\t
  • Expectancy<\/strong>\u00a0is the individual\u2019s belief\u00a0that effort will lead to the intended performance goals. Expectancy describes the person\u2019s belief\u00a0that \u201cI can do this.\u201d Usually, this belief is based on an individual\u2019s past experience, self-confidence, and the perceived difficulty of the performance standard or goal. Factors associated with the individual\u2019s expectancy perception are competence, goal difficulty, and control.<\/li>\r\n\t
  • Instrumentality<\/strong>\u00a0is\u00a0the belief that a person will receive a desired outcome if the performance expectation is met. Instrumentality reflects the person\u2019s belief\u00a0that, \u201cIf I accomplish this, I will get\u00a0that.\u201d The desired outcome may come in the form of a pay increase, promotion, recognition, or sense of accomplishment. Having clear\u00a0policies in place\u2014preferably spelled out in a contract\u2014guarantees that the reward will be delivered if the\u00a0agreed-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.<\/li>\r\n\t
  • Valence<\/strong>\u00a0is the unique value an individual\u00a0places on a particular outcome. Valence captures\u00a0the fact that \u201cI find this\u00a0particular outcome desirable\u00a0because I\u2019m me.\u201d Factors associated with the individual\u2019s valence are needs, goals, preferences, values, sources of motivation, and the strength of an individual\u2019s preference for a particular outcome. An outcome that one employee finds motivating and desirable\u2014such as a bonus or pay raise\u2014may not be motivating and desirable to another (who may, for example, prefer\u00a0greater recognition or more flexible working hours).<\/li>\r\n<\/ul>\r\n
    It's important not to interpret expectancy theory too simplistically. The theory involves more than just the assumption that people will work harder if they think the effort will be rewarded. The reward needs to be meaningful and take valence into account.<\/section>\r\n

    Valence has a significant cultural as well as personal dimension, as illustrated by the following case.<\/p>\r\n

    \r\n

    ASMO<\/h3>\r\n

    When Japanese motor company ASMO opened a plant in the U.S., it brought with it a large Japanese workforce but hired American managers to oversee operations. The managers, thinking to motivate their workers with a reward system, initiated a costly employee-of-the-month program that included free parking and other perks. However, the program was a huge flop, and participation was disappointingly low.<\/p>\r\n

    The program required employees to nominate their coworkers to\u00a0be considered for\u00a0the award. Japanese culture values modesty, teamwork, and conformity, and to be put forward or singled out for being special is considered inappropriate and even shameful. To be named Employee of the Month would be a very great embarrassment indeed\u2014not at all the reward that management\u00a0assumed. Especially as companies become more\u00a0culturally diverse, the lesson is that managers need to get to know their employees and their needs\u2014their unique valences\u2014if they want to understand what makes them\u00a0feel motivated, happy, and valued.<\/p>\r\n<\/section>\r\n

    [ohm2_question height=\"300\"]6523[\/ohm2_question]<\/section>","rendered":"

    Expectancy Theory<\/h2>\n

    One of the best-supported and most widely accepted theories of motivation is Victor Vroom’s expectancy theory<\/strong>, which focuses on the link between motivation and behavior. According to\u00a0expectancy theory<\/span>, the probability of an individual acting in a particular way depends on the strength of that individual\u2019s belief that the act will have a particular outcome and on whether the individual values that outcome. The degree to which an employee is motivated depends on three important components:<\/p>\n

    \"A
    Figure 1. How Expectations Can Lead to Motivation<\/figcaption><\/figure>\n
    <\/span><\/figure>\n
      \n
    • Expectancy<\/strong>\u00a0is the individual\u2019s belief\u00a0that effort will lead to the intended performance goals. Expectancy describes the person\u2019s belief\u00a0that \u201cI can do this.\u201d Usually, this belief is based on an individual\u2019s past experience, self-confidence, and the perceived difficulty of the performance standard or goal. Factors associated with the individual\u2019s expectancy perception are competence, goal difficulty, and control.<\/li>\n
    • Instrumentality<\/strong>\u00a0is\u00a0the belief that a person will receive a desired outcome if the performance expectation is met. Instrumentality reflects the person\u2019s belief\u00a0that, \u201cIf I accomplish this, I will get\u00a0that.\u201d The desired outcome may come in the form of a pay increase, promotion, recognition, or sense of accomplishment. Having clear\u00a0policies in place\u2014preferably spelled out in a contract\u2014guarantees that the reward will be delivered if the\u00a0agreed-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.<\/li>\n
    • Valence<\/strong>\u00a0is the unique value an individual\u00a0places on a particular outcome. Valence captures\u00a0the fact that \u201cI find this\u00a0particular outcome desirable\u00a0because I\u2019m me.\u201d Factors associated with the individual\u2019s valence are needs, goals, preferences, values, sources of motivation, and the strength of an individual\u2019s preference for a particular outcome. An outcome that one employee finds motivating and desirable\u2014such as a bonus or pay raise\u2014may not be motivating and desirable to another (who may, for example, prefer\u00a0greater recognition or more flexible working hours).<\/li>\n<\/ul>\n
      It’s important not to interpret expectancy theory too simplistically. The theory involves more than just the assumption that people will work harder if they think the effort will be rewarded. The reward needs to be meaningful and take valence into account.<\/section>\n

      Valence has a significant cultural as well as personal dimension, as illustrated by the following case.<\/p>\n

      \n

      ASMO<\/h3>\n

      When Japanese motor company ASMO opened a plant in the U.S., it brought with it a large Japanese workforce but hired American managers to oversee operations. The managers, thinking to motivate their workers with a reward system, initiated a costly employee-of-the-month program that included free parking and other perks. However, the program was a huge flop, and participation was disappointingly low.<\/p>\n

      The program required employees to nominate their coworkers to\u00a0be considered for\u00a0the award. Japanese culture values modesty, teamwork, and conformity, and to be put forward or singled out for being special is considered inappropriate and even shameful. To be named Employee of the Month would be a very great embarrassment indeed\u2014not at all the reward that management\u00a0assumed. Especially as companies become more\u00a0culturally diverse, the lesson is that managers need to get to know their employees and their needs\u2014their unique valences\u2014if they want to understand what makes them\u00a0feel motivated, happy, and valued.<\/p>\n<\/section>\n