Vroom Expectancy Theory

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:

1.  Individual effort
2. Individual performance
3. Organizational rewards/work outcomes
4.  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 - (Jiko, 2018)

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.