Vroom's Expectancy Theory of Motivation

Parijat & Bagga (2014), states that the motivation theories are divided in to two categories as Content theories that focus on individual needs and Process Theories which focus on cognitive processes which motivate the individuals. The Expectancy theory propounded by Victor Vroom in 1964, is a process theory which provides a sort of a mechanism for finding out motivation through a certain type of calculation (Eerde et al, 1996). Vroom’s Expectancy Theory states that motivation will be high when people are aware on the things they have to do in order to get a reward (Armstrong & Taylor, 2020). Moreover, there is an expectancy that they will be able to get the reward as well as the reward will be worthwhile. The strength of expectations are based on the past experiences (reinforcement).

Werner (2002, p.335) states that an employee will exert a high effort if he believes there is reasonable probability that the effort will lead to the achievement of an organizational goal, and Simultaneously, the achievement of the organizational goal will become an instrument through which that employee will attain his personal goals. Hence, there is a link between expectancy, effort, productivity and reward (Mathibe, 2008).

Furthermore, the expectancy theory unlocks potentiality of employee productivity. Mathibe (2008) states that, it is assumed that unlocking of potential is linked to empowerment which gives the confidence to employees in order to attempt anything. As adapted from Robinson (1992), table 1 provides a summary of essentials for unlocking potential.

Table 1: Essentials for unlocking employees' potential

Communicating	The manager keeps his or her team members up-todate and in the picture on a regular basis
Horses for courses	The manager allocates work in ways that match staff members’ capabilities and preferences
Valuing differences	The manager encourages respect, trust and understanding between team members
Work standards	The manager sets realistic and clear standards for job performance
Participative decision making	When it is appropriate the manager makes sure that she/he involves team members in those decisions that would affect them and their performance

Source: Robinson, 1992

Application of Expectancy Theory in Organizational Context

Most of the profit oriented organizations are looking for employees who are motivated to top performing in pursuit of competitive advantages. Top performing people are goal directed (Coetsee, 2003). The financial services sector is highly competitive and it is necessary for an institute to increase the customer loyalty in order to retain the customers for long term. Hence, a goal oriented high performing staff will easily achieve the organizational goals. As per the knowledge drawn from scholars about expectancy theory, there are various employee behaviors identified that prove the organization has used motivational rewards to encourage the employees in cognitive basis. The predicted behaviors are, an employee will work for extra hours for career advancement, maintain superior inter-personal relations, project a more ethical image and do similar other things (Parijat & Bagga, 2014).

Reference

Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management practice.

Chopra, K., 2019. Indian shopper motivation to use artificial intelligence: Generating Vroom’s expectancy theory of motivation using grounded theory approach. International Journal of Retail & Distribution Management.

Coetsee, L.D., 2003. Peak performance and productivity. Potchefstroom: Van Schaik. Collis, J. & Hussey.

Mathibe, I., 2008. Expectancy theory and its implications for employee motivation. Academic Leadership: the Online Journal, 6(3), p.8.

Nimri, M., Bdair, A. and Al Bitar, H., 2015. Applying the expectancy theory to explain the motivation of public sector employees in Jordan. Middle east journal of business, 10(3), pp.70-82.

Parijat, P. and Bagga, S., 2014. Victor Vroom’s expectancy theory of motivation–An evaluation. International Research Journal of Business and Management, 7(9), pp.1-8.

Robinson, G.M., 1992. Managing after the superlatives: Effective senior management development for the 1990's. Tudor (Hodder & Stoughton).

Van Eerde, W. and Thierry, H., 1996. Vroom's expectancy models and work-related criteria: A meta-analysis. Journal of applied psychology, 81(5), p.575.

Werner, A. 2002. Leadership. In: Nel, P.S., Gerber, P.D., Van Dyk, P.S., Haasbroek, G.D.,