Introduction Motivation is at the root of what drives people to do anything from basic tasks to complex processes. In organizations, motivation can be defined as, “the deliberate attempt to influence employees’ behaviors with the goal of enhancing their performance, and in turn their organizational effectiveness” (Chamorro-Premuzic & Garrad, 2017). Essentially, when managers or leaders of organizations try to motivate their employees, the desired result is to improve some aspect of their performance to contribute to overall organizational success. Leaders of organizations are the key individuals that shape company culture. They are the ones that set up the framework for motivating environments through policies and behavioral examples.
Throughout …show more content…
Vroom’s Expectancy Theory of Motivation (1964) is one of the widely accepted theories created to explain motivation. His theory is expanded upon the ideas of earlier research. Rather than providing specific input on what are the actual motivator’s to members of an organization, Vroom’s theory discusses the process of cognitive variables based on the individual differences regarding work motivation. It is based on the concept that when people believe there are relationships between the effort they put in at work, the performance achieved from that effort and the rewards received from their effort and performance. Motivation comes from if people believe that their effort will lead to good performance and thus the good performance will lead to desired rewards. Vroom’s theory is based on three factors: expectancy, instrumentality, and valence (Simone, …show more content…
Valence reflects the relationship between rewards or outcomes to the interests of the employee. It measures how attractive, the value of, or even the preference of the rewards for the employee. Examples of the types of rewards include salary increases, promotion, or recognition, etc. If receiving rewards is desirable to the employee, then the valence is positive. If the employee does not care for rewards, then the valence is zero, or even negative (Hussein & Simba, 2017). With that being understood, then the more positive the reward results in the likelihood of the employee being motivated and in contrast, the more negative the reward, the less likelihood of the employee being motivated. (Babaita, 2011).
Tying in these factors of the expectancy theory of motivation, a person is motivated to the degree in which he or she believes that effort will lead to acceptable performance (expectancy), performance will be rewarded (instrumentality), and the value of the rewards will be highly positive (valence) (Simone, 2015).
According to Parijat & Bagga
Throughout …show more content…
Vroom’s Expectancy Theory of Motivation (1964) is one of the widely accepted theories created to explain motivation. His theory is expanded upon the ideas of earlier research. Rather than providing specific input on what are the actual motivator’s to members of an organization, Vroom’s theory discusses the process of cognitive variables based on the individual differences regarding work motivation. It is based on the concept that when people believe there are relationships between the effort they put in at work, the performance achieved from that effort and the rewards received from their effort and performance. Motivation comes from if people believe that their effort will lead to good performance and thus the good performance will lead to desired rewards. Vroom’s theory is based on three factors: expectancy, instrumentality, and valence (Simone, …show more content…
Valence reflects the relationship between rewards or outcomes to the interests of the employee. It measures how attractive, the value of, or even the preference of the rewards for the employee. Examples of the types of rewards include salary increases, promotion, or recognition, etc. If receiving rewards is desirable to the employee, then the valence is positive. If the employee does not care for rewards, then the valence is zero, or even negative (Hussein & Simba, 2017). With that being understood, then the more positive the reward results in the likelihood of the employee being motivated and in contrast, the more negative the reward, the less likelihood of the employee being motivated. (Babaita, 2011).
Tying in these factors of the expectancy theory of motivation, a person is motivated to the degree in which he or she believes that effort will lead to acceptable performance (expectancy), performance will be rewarded (instrumentality), and the value of the rewards will be highly positive (valence) (Simone, 2015).
According to Parijat & Bagga