This theory is attributed to Victor Vroom’s work and is based on four assumptions:
(1) Behaviour is determined by a combination of forces in an individual and forces in the environment.
(2) People make decisions about their own behaviour in organizations
(3) Different people have different types of needs, desires and goals.
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(4) People make decisions among alternative plans of behaviour based on their perceptions (expectancies) of the degree to which a given behaviour will lead to desired outcomes.
The Basic Expectancy Theory Model emerged from the work of Edward Tolman and Kurt Lewin which was applied by Vroom to motivation in the work place.
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This theory attempts to determine how individuals choose alternative behaviours. The basic premise of this theory is that motivation depends on how much we want something and how likely we motive think we are to get it.
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The general components of this model are as follows:
(a) Valence (goal attractiveness):
The motivation process begins with an employee’s aspiration to achieve a personal goal or outcome. Valence is the strength of the desire for a particular reward. For example, a promotion wants promotion. A valence can range from +1 (very desirable) to – 1 (very undesirable).
(b) Expectancy (effort-performance linkage):
Expectancy is a person’s perception of the probability that effort will lead to performance. It is the strength of an employee’s belief (ranging from 0 to 100 per cent) that he or she can perform the organizational tasks in a manner that will attract positive recognition for job performance.
Thus, expectancy leads to a first level outcome, viz., task performance and the recognition thereof. At this stage of the motivation process an honest and introspective assessment of personal skills and experience is essential.
(c) Instrumentality (Performance – Reward Linkage):
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Instrumentally is an individual’s perception of the probability that performance will lead to certain outcomes. Instrumentality is the perceived probability from 0 to 100 per cent) that a particular personal reward will be forthcoming as a consequence of the first-level outcome of task performance.
As long as a person’s expectancy, instrumentality and valence remain high, his/her motivation towards work will remain high. This model h diagrammatically explained as follows:
A few years after the Vroom Expectancy Theory was published, on expanded version was developed, which is discussed in the next paragraph.