Introduction
Vroom deliberates
through Expectancy Theory that motivation is built according to the intentions
of person’s selections plus his expectancy for attaining his goals. As per the
Vroom's theory, even though staffs can have dissimilar objectives, staff will be
inspired though they have faith on the constructive connection among
determinations and enactment, then that hopeful actions will effect for
required remuneration, that will please a vital want which is solid to create
the work valuable (Mullins, 2005; Cardoso, Dominguez and Paiva, 2015).
Components of Expectancy
theory
According to Lee (2007), Employees have personal goals that they wish to come through and for this course they work in organizations. Organizational rewards or work outcomes can fulfill these personal goals. So, the relationship between personal goals and organizational rewards or work outcomes is significant. To some extent organizational rewards accomplish an employee’s personal goals and how important are those rewards to the employee. Employee gives to the work outcomes, expressed the value of the employee. Organizational rewards or work outcomes are dependent on the personal performance of the employee. And also, important that the confidence of the individual employee has that performance will outcome as an achievement of organizational rewards/work outcomes. Parijat (2014) describes there are four variables for an employee that matter in motivation. These variables are:
- Individual effort
- Individual performance
- Organizational rewards/work outcomes
- Personal goals.
According
to the Parijat (2014), There are three
relationships based on these variables:
1. Relationship
between Efforts and Performance. This is known as Expectancy (E)
2. Relationship
between Performance and Rewards/Work Outcomes. This is called Instrumentality
(I)
3. Relationship
between Rewards/Work Outcomes and Personal goals. This is known as Valence
(V)
The Expectancy theory provides mechanism. Its finding out motivation through a certain sort of calculation.
Effort or motivation = E x I x V
Figure
02: Vroom Expectancy Theory
Source – Lee (2007)
Video
03: Explaining about Vrooms Expectancy Theory with case study
Source -
Expectancy
Theory for Construction Industry
In
the construction projects labor force plays a critical role. So, need to increase
the productivity of labor force (Jergeas and Ruwanpura, 2009). Because of that
it is very important to find answers for decreasing construction project
productivity in terms of labor issues, that may save money and make
construction projects interested. According to Bon-Gang (2018), both man power
and management issues such as motivation of works, conscripting supervisors and
workers, great rate of labour turnover, nonattendance, communications
difficulties, material scarcities, weather conditions, health issues,
postponements of materials supply to sites, worker’s issues and strikes (such
as for accidents, rejection of work by consultants, and disputes) are impact to
the productivity.
Construction
workers motivational level is depending on rewards on offer for doing a good
job and also construction workers believe more effect will leads to rewards.
So, this theory would seem most related to the construction industry (Hewage,
Ruwanpura 2006).
The
expectancy theory is useful to construction managers to realize which rewards
are valuable to the employees, to create instrumentality that the
accomplishments of certain tasks will generate the rewards valued by the
employees, and to ensure that the employees have the necessary capabilities to accomplish
the given task (Yeheyis et al.,
2016).
References
Bon-Gang,
H. (2018) ‘Productivity Performance and Improvement of Green Construction
Projects’, Performance and Improvement of Green Construction Projects,
pp. 181–210. doi: 10.1016/B978-0-12-815483-0.00012-0.
Cardoso,
P., Dominguez, C. and Paiva, A. (2015) ‘Hints to Improve Motivation in
Construction Companies’, Procedia - Procedia Computer Science. Elsevier
Masson SAS, 64, pp. 1200–1207. doi: 10.1016/j.procs.2015.08.513.
Hewage, K.;
Ruwanpura, J. Y. 2006. Carpentry workers issues and efficiencies related to
construction productivity in commercial construction projects in Alberta, Canadian
Journal of Civil Engineering 33(8): 1075–1089.
http://dx.doi.org/10.1139/l06-050
Jergeas, G.;
Ruwanpura, J. 2009. Why cost and schedule overruns on mega oil sands projects?,
Practice Periodical on Structural Design and Construction 15(1): 40–43.
Jiko, A., 2018. [Online]
Available at: https://www.youtube.com/watch?v=IpnzW06shsM
Lee, S. (2007) ‘Vroom’s expectancy theory and the public
library customer motivation model’, Library Review, 56(9), pp. 788–796.
doi: 10.1108/00242530710831239.
Mullins, L. J. (2005) Management
and Organisational Behaviour. 7th edn. Edinburgh Gate, Harlow: Pearson
Education Limited Edinburgh. doi: MANAGEMENT AND ORGANISATIONAL BEHEVIOUR
Parijat,
P. (2014) ‘Motivationvroom’, International Journal of Business and Management,
VII(9), pp. 1–8.
Yeheyis,
M. et al. (2016) ‘Evaluating motivation of construction workers: a
comparison of fuzzy rule-based model with the traditional expectancy theory’, Journal
of Civil Engineering and Management, 22(7), pp. 862–873. doi:
10.3846/13923730.2014.914103.
Vroom’s Expectancy theory describes that work motivation is highly dependent upon the value connection between performance and outcomes and individuals modify their behavior based on their determinations of anticipated outcomes (Chen & Fang, 2008). Expectancy theory is classified as a process theory of motivation because it emphasizes individual perceptions of the environment and subsequent interactions arising as a consequence of personal expectations.
ReplyDeleteMoreover, Vroom’ expectancy can be defined as a belief followed by a specific outcome. The range of expectancy can be from zero to one. Zero expectancy is a person’s subjective possibility that his act will not be followed by an outcome (Lee, 2007).
DeleteEmployees are much keener on the rewards and recognition that they received from the effort they have put on. Also, theory elucidates that performance, motivation, and effort are within an individual’s motivation and variables such as valence, instrumentality, and expectancy verify the theory (Badubi 2017). The theory suggests that there are two types of efforts that employees placed in their jobs, such as the value of the rewards and the probability that the rewards depend on their effort.
ReplyDeleteAgreed Dimuthu, If organizations actually rewarded individuals for performance rather than seniority, effort, skill level, and job difficulty, expectancy theory might be much more effective. Rather than invalidating it, this criticism can explain why a significant part of the workforce exerts low effort on the job (Parijat, 2014).
DeleteWith regards to the point made citing Leete (2000), on the wages of same designation needing to be similar, I believe this contradicts with the expectancy theory brought forth by Vroom (1964) who stated that there has to be a clear link between the effort and the rewards. For an example, take two employees at the same designation where one is going above and beyond in his service delivery compared to the other who is doing the bare minimum. If both are getting similar wages, the employee going above and beyond might end up getting demotivated.
ReplyDeleteAgreed Janaka, The Expectancy Theory of motivation as developed by Victor Vroom is a process theory of motivation and it finds an significant place in the literature of motivational theories. The Expectancy Theory looks at motivation in a more inclusive and realistic than some of the other theories (Parijat, 2014).
DeleteAccording to Vroom’s Expectancy Theory, three perceptions (valence, instrumentality, and expectancy) can separately influence an individual’s motivation, but when combined, these perceptions can have a powerful effect. Valence refers to affective orientations (value) toward particular outcomes. An outcome is said to be positively valent for an individual if he or she prefers attaining it to not attaining it. An outcome which a person would prefer to avoid is said to be negatively valent. An outcome can be perceived as having value in itself or because of its instrumentality in achieving other valued ends. Valence is a function of an individual’s needs, goals, values and sources of motivation (Shahzadi,I 2014).
ReplyDeleteExpectancy theory proposes that work motivation is possible upon the recognize association between performance and outcomes and individuals modify their behavior based on their determination of anticipated outcomes (Chen & Fang, 2008).
ReplyDeleteIn order for an employee to be motivated, he or she must value the outcome or reward, and believe that further work will lead to improved performance and that the best performance will result in superior results and its rewards. This theory highlights the importance of clear rules relating to performance and reward, allowing all individuals to know exactly what is expected of them and to evaluate their performance.(Cardoso, P et al.2015)
ReplyDeleteThe expectancy theory of Victor Vroom belongs to the category of process theories since, as Klitzner and Anderson (1977) state, motivation is seen as a multiplication of three factors. This theory integrates many of the elements of the needs, equity and reinforcement theories (Gordon et al., 1990, p. 450). ‘Expectancy theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes’ (Kreitner and Kinicki, 1998, p. 227).
ReplyDeleteAccording to Lunenburg (2011), Vroom’s theory is divided into four key assumptions which are employees bring with them their needs, motivations and expectations of experience when employees join an organization, person's behavior is a conscious choice, Individuals are generally free to choose and perform those behaviors based on their expectations and Individuals may choose a set of options to optimize personal outcomes.
ReplyDelete