People are the core of every organization and one of the most important resources in any company. Putting various people together to achieve organizational goals is a challenge as individuals are motivated by different things. The practice of management has been a necessity within organizations to manage people and various functions in order to achieve optimal results. As organizations grow in size and complexity the management function also becomes more complex.
Philosophers and scholars created various management theories over the years to help organizational leaders determine the most effective means of managing people to create better bottom-line results. Many management theories are practically sound and effective for given situations. Managers often look to motivation theories and motivational management when trying to improve employee motivation and performance. Motivational theorists posit that when an environment is provided to maximize motivation, performance will improve.
Vroom’s Expectancy Theory
Victor Vroom’s expectancy theory is one such management theory focused on motivation. According to Holdford and Lovelace-Elmore, Vroom asserts, “intensity of work effort depends on the perception that an individual’s effort will result in a desired outcome” (2001, p.8). Vroom suggests that “for a person to be motivated, effort, performance and motivation must be linked” (Droar, 2006, ¶ 2). Three factors direct the intensity of effort put forth by an individual, according to Vroom; expectancy, instrumentality, and preferences (Holdford and Lovelace-Elmore, 2001).
In Vroom’s model, expectancy is the belief that increased effort will result in increased performance. Instrumentality presumes that by performing well a favorable outcome will be received; a reward which could be intrinsic. Finally, preference denotes the importance of that outcome to the individual (Droar, 2006). By linking these factors, an assumption can be made that an individual will increase their effort based on the value he or she places on the outcome or reward.
Organizational Goals
Organizations require goal achievement in order to be successful. Organizations must find ways to induce employees to contribute to organizational goals. Without participating individuals contributing to the goals of the organization bottom-line results could not be achieved. Further, organizations must get as much effort as possible out of each individual and provide the proper resources and environment to encourage and enable productivity. By motivating each individual, an organization has an increased chance of achieving organizational goals.
Individuals are motivated to work harder to receive a reward if they believe that increased effort will produce greater performance and if they believe that performance will be rewarded. Individuals must also believe that the reward is worth the effort needed. (Holdford and Lovelace-Elmore, 2001, p. 8). Vroom’s theory suggests that all three factors must be present for motivation to be present.
Many motivational theories exist that can work together to improve performance. Victor Vroom’s expectancy theory presents a practically sound approach to organizational and motivational management. Vroom’s approach considers people’s intrinsic need for motivation and offers a low risk approach to getting more out of a company’s most important resource; employees.
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Creating a Positive Corporate Culture
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References
Droar, D. (2006). Expectancy Theory of Motivation. Retrieved February 20, 2010 from http://www.arrod.co.uk/archive/concept_vroom.php.
Holdford, D., Lovelace-Elmore, B. (2001). Applying the Principles of Human Motivation to Pharmaceutical Education. Journal of Pharmacy Teaching, Vol. 8, Issue 1.
Lucia Jenkins - Lucia is lifelong student, writer and bookworm. She has worked in the IT Industry for over 15 years, specializing in Process Improvement, ...
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