Expectancy Theory expectations

• There is a positive correlation between efforts and performance,
•  Favorable performance will result in a desirable reward, 
• The reward will satisfy an important need, 
• The desire to satisfy the need is strong enough to make the effort worthwhile.

Vroom's Expectancy Theory is based upon the following three beliefs.

VROOM’S EXPECTANCY MODEL

What is Expectancy Theory? Description

The Expectancy Theory of Victor Vroom deals with motivation and management. Vroom's theory assumes that behavior is a result from conscious choices among alternatives. The purpose of the choices is to maximize pleasure and minimize pain. Together with Edward Lawler and Lyman Porter, Vroom suggested that the relationship between people's behavior at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee's performance is based on individual factors such as personality, skills, knowledge, experience and abilities.

The expectancy theory says that individuals have different sets of goals and can be motivated if they have certain expectations.

McCLELLAND’S THEORY OF NEEDS

McClelland’s theory of needs was developed by David McClelland and his associates to help explain motivation.The theory focuses on three needs: achievement, power, and affiliation. They are defined as follows:

• Need for achievement. The drive to excel, to achieve in relation to a set of standards, to strive to succeed.

• Need for power. The need to make others behave in a way that they would not have behaved otherwise.

• Need for affiliation. The desire for friendly and close interpersonal relationships.

Some people have a compelling drive to succeed. They are striving for personal achievement rather than the rewards of success per se. They have a desire to do something better or more efficiently than it has been done before. This drive is the achievement need (nAch). From research into the achievement need, McClelland found that high achievers differentiate themselves from others by their desire to do things better.

The need for power (nPow) is the desire to have impact, to be influential, and to control others. Individuals high in nPow enjoy being “in charge,” strive for influence over others, prefer to be placed in competitive and status-oriented situations, and tend to be more concerned with prestige and gaining influence over others than with effective performance.

The third need isolated by McClelland is affiliation (nAff). This need has received the least attention from researchers. Individuals with a high affiliation motive strive for friendship, prefer cooperative situations rather than competitive ones, and desire relationships that involve a high degree of mutual understanding.

Typical Motivation Factors

Achievement

Recognition for achievement

Responsibility for task

 Interesting job

Advancement to higher level tasks

Growth

Typical Hygiene Factors

 Working conditions

Quality of supervision

Salary

Status

Safety

Company

 Job

Company policies and administration

Interpersonal relations

The two Factors in the Theory

Hygiene factors are needed to ensure that an employee does not become dissatisfied. They do not cause higher levels of motivation, but without them there is dissatisfaction.

Motivation factors are needed in order to motivate an employee into higher performance. These factors result from internal generators in employees.

HERZBERG”S TWO-FACTOR THEORY

According to the Two Factor Theory of Frederick Herzberg people are influenced by two factors. Satisfaction and psychological growth are a result factor of motivation factors. Dissatisfaction was a result of hygiene factors. Herzberg developed this motivation theory during his investigation of 200 accountants and engineers in the USA.