Background
Where content theories such as Maslow's and Herzberg's ask what motivates people, Vroom offered a process theory of how people choose among alternative courses of action.
Three components
- Expectancy: the subjective probability (0-1) that effort will produce the desired performance.
- Instrumentality: the belief that performance will be rewarded.
- Valence: how much the person values the reward.
Because the terms multiply, motivation falls to zero if any one is zero; an attractive bonus paid regardless of performance gives no reason to try harder.
Applications and criticism
Managers can build skills to raise expectancy, make the link between performance and reward clear, and offer rewards employees value. Porter and Lawler extended the model with ability, role perceptions and satisfaction. Critics note its assumption of rational calculation and the difficulty of measuring the terms.
References
- Vroom, V. H. (1964). Work and Motivation. Wiley.
- Porter, L. W., & Lawler, E. E. (1968). Managerial Attitudes and Performance. Irwin.
- Van Eerde, W., & Thierry, H. (1996). Vroom's expectancy models and work-related criteria: A meta-analysis. Journal of Applied Psychology, 81(5), 575-586.