NUR HIDAYAHNURUL

FATINAH SUZILA ASNA MARYAM

EXPECTENCY

VICTOR VROOM, in his book, Work and Motivation (Vroom 1964), formulated a mathematical model of expectancy theory. Vroom’s expectancy theory deals with motivation and management. Vroom’s theory suggests, that behavior is the conscious choice between given alternatives. The purpose of these choices is to maximize positive feelings and minimize negative feelings. In his discovery he found, that an employee’s performance is determined by factors such as personality, skills, knowledge, experience, abilities.

( Motivational Force) F = (Expectancy) E x (Valence) V

The strength of the motivation to perform an act depends on the sum of the products of valences for the outcomes

(including instrumentality) times the expectancies.

Valence (V) ie Desired outcome

Expectancy (E) ie employee’s assessment how likely it is that the task will be achieved

V X E = F ie valence multiplied by expectancy

F ie Force which is the employee’smotivation

Employee A The employee believes that the outcome is very attractive.= 0.8

As past performance is poor, employee assessed the task as difficult to achieve= 0.2

0.8 x 0.2 = F  

F = 0.16

Employee B The employee believes that the outcome is relatively attractive.=0.6

As past performance is reasonable, employee assessed the task as reasonably achievable = 0.6

0.6 X 0.6 = F F = 0.36

VALENCE

INSTRUMENTALITY

Employees have different expectations and self-confidence with regards to what they are capable of. Management needs to discover what resources, trainings, supervision to employees need.

The belief that one will receive a reward if one’s expectation is met. Factors:

Trust = amount of trust place in those distributing the rewards.Control = perception of control over how, when, & why rewards are distributed.Policies = dealing that formalized policies associated to performance.

VALENCE

This means the emotional orientation which is formed in relation with the end result (Reward).

The measure of how much the employee needs the extrinsic (money, promotion, free-time) and the intrinsic rewards (satisfaction,

acceptance). Management needs to discover what do employees need or value.