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Expectancy Theory
The expectancy theory presented by Victor Vroom suggests that the behavior of an individual can be motivated through anticipated results and consequences. It proposes that an individual decides to behave in a particular manner based upon the expected outcome of the selected behavior. Expectancy theory has three essential components – expectancy, instrumentality and valence (Miner, 2006).
Determining the level of expectation (E). Expectation refers to the probability of being able to attain set goals. The manager must feel if the employee really expects to attain the set objectives. Additionally, it also means that the goals supposed by the employee to be unachievable will create motivation.
Determining the level of the valence (V). The valence is the desirability felt towards the sought objectives. The manager must feel the value that the collaborator places on the objectives. Do these objectives have a meaning for the employee, in other words, are the objectives worth the effort he will set himself, are they worth the effort to activate?
Determining the level of instrumentality (I). This is the evaluation of the reward as per the attained objectives. The management needs to aim towards equitable instrumentality. This instrumentality might not be connected with the notion of justice, it is that felt by the collaborator, what he feels as fair!
Let us take an example of the manager of a bank who offers one of his employees to become a project manager. A priori, this should make it possible to increase motivation through an accountability mechanism (as shown by Mary Parker Follet). However, the employee can analyze and perceive the proposal as a threat.
Regarding the expectation: the person does not feel capable of ensuring the management of this project because he has never had experience in the matter and does not have the required skills. We therefore have Expectation = 0 because the employee thinks: "I will not succeed"
With regard to instrumentality: the position is temporary and will not allow the employee to progress to a permanent project manager position. We therefore have Instrumentality = 0 because the employee thinks: "I will not gain anything"
Regarding Valencia: the position could be understood as a transition to a project manager position but the person wishes to become a technical expert. We therefore have Valence = 0 because the employee thinks: "that does not interest me".
Source: Cesare and Sadri (2003)
We retain that before putting in place measures which should a priori promote motivation, the manager must carefully study whether his proposal allows the employee to fully benefit from this opportunity through the valence, the instrumentality and the expectation. The previous example also shows us that each employee does not react in the same way because he does not have the same expectations as another employee. Here again, the leader must therefore take into account each person's human characteristics in order to be as efficient as possible in his search for motivation.
To be used to propose a new position, new tasks, a performance salary, bonuses, employee participation ...
When you propose such a means of motivation and after having briefly expressed Vroom's theory, all you have to do is demonstrate that your proposal allows combining valence, instrumentality and expectation.
Conversely, you can show that a leader's proposal to improve motivation is ultimately not so relevant by drawing inspiration from the example above.
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