What does the expectancy theory of motivation entail?

Expectancy theory suggests that motivation is influenced by the desire for an outcome and the perceived likelihood of achieving it, involving effort, performance, and outcomes.

Who is credited with applying expectancy theory to the workplace?

Victor Vroom is credited with applying expectancy theory to the workplace.

What are the key components of the expectancy model?

The key components include effort, performance, outcomes, and the linkages between expectancies, instrumentalities, and valences.

What is meant by effort-performance expectancy?

It refers to a person's perception of the probability that effort will lead to successful performance.

How does performance-outcome instrumentality work?

It is the perception of the probability that performance will lead to certain outcomes.

How are valences defined in expectancy theory?

Valences are the attractiveness or unattractiveness of specific outcomes to a person.

What are potential criticisms of expectancy theory?

The theory is complex, making it difficult to test due to potential measurement invalidity and less scientific procedures. Additionally, it assumes rational behavior in decision-making, which may not always be true.

How can managers apply expectancy theory in the workplace?

Managers need to assess individual employees' desired rewards, evaluate the value of these rewards, measure expectancies, and adjust relationships to motivate employees.

The Expectancy Theory of Motivation

00:04:22

https://www.youtube.com/watch?v=pCFq2ibunvY

Ringkasan

TLDRThe video explains the expectancy theory of motivation, which is process-oriented and focuses on how motivation occurs rather than the stimuli that cause it. This theory emphasizes understanding why people choose certain behaviors to meet their needs and how they judge their satisfaction once their goals are achieved. Vroom's expectancy theory suggests that people are motivated by their desires and the likelihood of achieving them. The theory is more comprehensive than equity theory, involving components like effort, performance, and expected outcomes. It highlights the relationship between these components through expectancy (effort to performance), instrumentality (performance to outcomes), and valence (outcome attractiveness). Key conditions for motivation to occur include a high probability of success (expectancy), expected realizable outcomes (instrumentality), and positive net value of outcomes (valence). Despite its complex nature and difficulties in application and testing, expectancy theory provides valuable insights for workplace motivation by requiring managers to identify and align rewards with employee values.

Takeaways

💡 Expectancy theory focuses on process and how motivation occurs.
🧠 It involves understanding choice of behavior options to satisfy needs.
📈 Motivation is influenced by desire and likelihood of achieving goals.
🔄 Key components: effort, performance, and outcomes.
🔗 Linkages include expectancies, instrumentalities, and valences.
🔍 Expectancy measures the probability of effort leading to performance.
📊 Instrumentality assesses if performance leads to outcomes.
📉 Valence evaluates the attractiveness of outcomes.
⚖️ Three conditions for motivation: Expectancy, Instrumentality, Valence.
🔧 Complexities in application and testing the theory.
🧩 Provides insight for managers to align rewards with employee values.
⚠️ Criticized for its complex and rational assumption-based nature.

Garis waktu

00:00:00 - 00:04:22
Process-based perspectives in motivation focus on why people select certain behaviors to satisfy their needs rather than specific stimuli like pay. Expectancy theory, widely applied by Victor Vroom, proposes that motivation is driven by the desire for a particular outcome and the perceived likelihood of achieving it. The theory, complex and gradually developed, identifies three components: effort, performance, and outcomes, interconnected by expectancies, instrumentalities, and valences. Motivation is thought to occur if effort leads to performance, performance leads to valued outcomes, and overall outcomes have a positive valence. However, the theory's complexity poses challenges in validation and application in organizational settings.

Peta Pikiran

Pertanyaan yang Sering Diajukan

What does the expectancy theory of motivation entail?
Expectancy theory suggests that motivation is influenced by the desire for an outcome and the perceived likelihood of achieving it, involving effort, performance, and outcomes.
Who is credited with applying expectancy theory to the workplace?
Victor Vroom is credited with applying expectancy theory to the workplace.
What are the key components of the expectancy model?
The key components include effort, performance, outcomes, and the linkages between expectancies, instrumentalities, and valences.
What is meant by effort-performance expectancy?
It refers to a person's perception of the probability that effort will lead to successful performance.
How does performance-outcome instrumentality work?
It is the perception of the probability that performance will lead to certain outcomes.
How are valences defined in expectancy theory?
Valences are the attractiveness or unattractiveness of specific outcomes to a person.
What are potential criticisms of expectancy theory?
The theory is complex, making it difficult to test due to potential measurement invalidity and less scientific procedures. Additionally, it assumes rational behavior in decision-making, which may not always be true.
How can managers apply expectancy theory in the workplace?
Managers need to assess individual employees' desired rewards, evaluate the value of these rewards, measure expectancies, and adjust relationships to motivate employees.

Lihat lebih banyak ringkasan video

Dapatkan akses instan ke ringkasan video YouTube gratis yang didukung oleh AI!

Teks

Gulir Otomatis:

00:00:00
[Music]
00:00:07
process-based perspectives are concerned
00:00:10
with how motivation occurs rather than
00:00:12
attempting to identify specific
00:00:13
motivational stimuli such as pay or
00:00:16
recognition process perspectives focus
00:00:18
on why people choose certain behavioral
00:00:20
options to satisfy their needs and how
00:00:22
they evaluate their satisfaction after
00:00:25
they've attained those goals let's take
00:00:27
a look at the expectancy theory of
00:00:29
motivation expectancy theory suggests
00:00:32
that people are motivated by how much
00:00:34
they want something and the likelihood
00:00:36
they perceive of getting it expectancy
00:00:39
theory is a more encompassing model of
00:00:41
motivation than equity theory over the
00:00:44
years since its original formulation the
00:00:46
theory scope and complexity have
00:00:47
continued to grow victor rom is
00:00:51
generally credited with first applying
00:00:53
the theory of motivation to the
00:00:54
workplace the theory attempts to
00:00:56
determine how individuals choose among
00:00:58
alternative behaviors the basic premise
00:01:02
of expectancy theory is that motivation
00:01:04
depends on how much we want something
00:01:06
and how likely we are to get it this
00:01:09
figure summarizes the basic expectancy
00:01:12
model the models general components are
00:01:14
effort the result of motivated behavior
00:01:16
performance and outcomes expectancy
00:01:18
Theory emphasizes the linkages among
00:01:21
these elements which are described in
00:01:22
terms of expectancies instrumentalities
00:01:25
and balances effort to performance
00:01:29
expectancy is a person's perception of
00:01:31
the probability that effort will lead to
00:01:34
successful performance performance to
00:01:38
outcome instrumentality is a person's
00:01:40
perception of the probability that
00:01:42
performance will lead to certain other
00:01:44
outcomes an outcome is anything that
00:01:48
might potentially result from
00:01:50
performance high performance conceivably
00:01:52
might produce such outcomes as a pay
00:01:55
raise a promotion recognition from the
00:01:57
boss fatigue stress less time to rest
00:02:00
among others the valence of the outcome
00:02:04
is the relative attractiveness or
00:02:05
unattractiveness the value of the
00:02:07
outcome to the person pay raises
00:02:09
promotions and recognition might all
00:02:12
have positive valence 'as
00:02:13
whereas fatigue stress and less time and
00:02:16
rest might have negative valence the
00:02:20
strength of outcome valances varies from
00:02:22
person to person work-related stress may
00:02:25
be a significant negative factor for one
00:02:27
person but only a slight annoyance to
00:02:28
another the basic expectancy framework
00:02:32
suggests that three conditions must be
00:02:34
met before motivated behavior occurs
00:02:38
first the effort to performance
00:02:41
expectancy must be well above zero that
00:02:43
is the worker must reasonably expect
00:02:45
that exerting effort will produce high
00:02:47
levels of performance second the
00:02:52
performance to outcome instrumentalities
00:02:53
must be well above zero in other words
00:02:56
the person must believe that performance
00:02:58
will realistically result in valued
00:03:00
outcomes third the sum of all the values
00:03:04
for the potential outcomes relevant to
00:03:06
the person must be positive one or more
00:03:09
valiance --is may be negative as long as
00:03:11
the positives outweigh the negatives
00:03:15
expectancy theory is so complicated that
00:03:17
researchers have found it to be quite
00:03:19
difficult to test in particular the
00:03:21
measures of various paths of the model
00:03:23
may lack validity and the procedures for
00:03:26
investigating relationships among the
00:03:28
variables have been less scientific than
00:03:30
researchers would like moreover people
00:03:33
are seldom as rational and objective in
00:03:35
choosing behaviors as expectancy theory
00:03:37
implies still the logic of the model
00:03:40
combined with the consistent albeit
00:03:42
modest research support for it suggests
00:03:44
that the theory has much to offer
00:03:48
because expectancy theory is so complex
00:03:51
it's difficult to apply directly in the
00:03:53
workplace a manager would need to figure
00:03:55
out what the rewards each employee wants
00:03:57
and how valuable those rewards are to
00:04:00
each person measure the various
00:04:02
expectancies and finally adjust the
00:04:04
relationships to create motivation
00:04:09
[Music]