Victor Vroom

Subtitle

Victor Vroom
Victor H. Vroom (August 9, 1932, Montreal,
Canada) is a business school professor at
the Yale School of Management. He holds a
PhD from University of Michigan.
Vroom's primary research was on
the expectancy theory of motivation.
His most well-known books are Work and
Motivation, Leadership and Decision
Making and The New Leadership.
Currently, Victor lives in Guilford, Connecticut,
with his second wife, Julia Francis, and their
two sons, Tristan and Trevor.

Expectancy Theory
Victor Vrooms expectancy theory holds
that people are motivated to behave in
ways that produce desired combinations
of expected outcomes.
Vrooms theory argues that work
motivation is determined by individual
beliefs regarding effort-performance
relationships and work outcomes.

 Vrooms theory has been summarized

as follows:
The strength of a tendency to act in a
certain way depends on the strength of an
expectancy that the act will followed by a
given consequence (or outcome) and on the
value or attractiveness of that consequences
to the actor.

Motivation in Vroom's Expectancy

Theory
Individuals have different sets of goals and can
be motivated if they believe that:
There is a positive link between effort and
performance
Favourable performance will result in a desirable
reward
The reward will satisfy an important need
The desire to satisfy the need is strong enough
to make the work effort worthwhile

Two stage sequence of expectations

First, motivation is affected by an
individuals expectation that a certain level
of effort will produce the intended
performance goal.
Finally, individuals are motivated to the
extent that they value the outcomes
received.
effort

performance

performance

outcome

Components of Expectancy Theory

 Expectancy
The probability assigned by an
individual that work effort will be followed
by a given level of achieved task
performance.

 The following factors influence an employees

expectancy perceptions:
-

Self-esteem.
Self-efficacy.
Previous success at the task.
Help received from a supervisor and
subordinates.
- Information necessary to complete the task.
- Good materials and equipment to work with.

 Instrumentality
The probability assigned by the
individual given level of achieved task
performance will lead to various work
outcomes.
Valence
The value attached by the individual to
various work outcomes.

Mathematical Relationship

(M) Motivation
(E) Expectancy
(I)Instrumentality
(V) Valence

 Extrinsic rewards
Are given to the individual by some
other person in the work setting.
Intrinsic rewards
Are received by the individual directly
through task performance.

Reference
Schermerhorn, J.R. Jr., Hunt, J.G., and Osborn,
R.N. (1982). Organizational behavior (7th ed.).
New York, USA: John Wiley & Sons, Inc.
Kreitner, R., and Kinicki, A. (1989).
Organizational behavior (3rd ed.). USA: Richard
Irwin
http://www.ibbusinessandmanagement.com/25-mo
tivation.html
http://en.wikipedia.org/wiki/Victor_Vroom