‘Instrumentality’ may be defined as
the personal belief that first-level outcomes lead to second level
outcomes. This could include coming to
work late and leaving or accepting a position.
‘Expectancy’ may be defined as the subjective belief that a given effort
will lead to a first-level outcome on the job.
Expectancies are judgments about the relationships between given levels
of effort and various first level outcomes.
According to Vroom, individuals will ask 3 questions before deciding
how to act:
1.
If
I attempt this behaviour, how likely is it that I will succeed? (Expectancy)
2.
If
I am successful, will the outcome be desirable? (Instrumentality) and
3.
How
much do I value the outcomes? (Valence)
These answers will determine our level of motivation.
This model:
This illustrates how employees exert effort to
achieve a first-level outcome such as high performance on the job. This is done for two reasons.
1. Feeling of self fulfillment for a job well done (Intrinsic Motivator)
2. Belief that success at first level will yield a valued second level
outcome.
Any
level of employee effort
Any
type of measurement of performance at work
Any
kind of positive or negative, intrinsic or extrinsic work outcome.
1.
Expectancy Theory how individuals make decisions regarding various
behavioural alternatives. This model deals with the direction
aspect of motivation, that is, once behaviour is energized, what behavioural
alternatives are individuals likely to pursue. The following are propositions
of Expectancy Theory:
A.
When
deciding among behavioural options, individuals select the option with the greatest
motivation forces (MF).
MF= Expectancy * Instrumentality * Valance
B.
The
motivational force for a behaviour, action, or task is a function of three
distinct perceptions which are:
1.
Expectancy- Probability (EP): The expectancy is the belief that
one's effort (E) will result is attainment of
desired performance (P) goals. This belief, or
perception, is generally based on an individual's past experience, self
confidence (often termed self efficacy), and the perceived difficulty of the
performance standard or goal.
Examples include
§
If
I spend most of tonight studying will it improve my grade on tomorrow's math
exam?
§
If
I work harder than everyone else in the plant will I produce more?
§
If
I practice my foul shot more will my foul shooting improve in the game?
§
If
I make more sales calls will I make any more sales?
2.
Instrumentality- Probability (PR): The instrumentality is the belief
that if one does meet performance expectations,
he or she will receive a greater reward. This
reward may come in the form of a pay increase, promotion, recognition or sense
of accomplishment.
Examples include:
§
If
a get a better grade on tomorrow's math test will I get an "A" in
math?
§
If
I produce more than anyone else in the plant, will I get a bigger raise? A
faster promotion?
§
If
my foul shooting improves will I have a shot a team MVP?
§
If
I make more sales will I get a bonus? A greater commission?
§
If
I make more sales will I believe that I am the best sales person?
3.
Valance- V(R): The valance refers the value the individual personally places
on the rewards. This is a function of his or her needs, goals, and values.
Examples include:
§
How
much I really want an "A" in math?
§
Do
I want a bigger raise? Is it worth the extra effort? Do I want a promotion?
§
How
important to me is it to be team MVP?
§
Do
I need a sales bonus? Is the extra time I spend making extra sales calls worth
the extra commission?
§
Is
it important to me that I am the best salesperson?
Performance is both behaviour and an
outcome. It is an outcome because it is
the result or consequence of effort expended by employees, and can be affected
by the following:
Internalizes believe
that the consequences they experience are a result of their behaviour they will
expend high levels of effort if they believe they can perform. Well. – Intrinsic motivation because performance
by itself can be highly rewarding.
Externalist believe that their efforts may not be sufficient to produce desired
level of performance can begin to doubt the fairness of the company’s reward
policies. Requiring more effort by
Manger to define performance success, job content and tighter supervision.
Need for achievement can also influence effort, performance and rewards. Those who have this type of need usually
seek regular feedback from the supervisor.
High achievers should be adjusted so that they can control their methods of work get
adequate feedback and receive meaningful rewards for high performance.