If recognition is seen as valuable by an employee, the manager must thus assure that the employee believes that he/she will get this reward, if the task is accomplished satisfactorily.Įxpectancy relates to the confidence that individuals may have in themselves in accomplishing a certain task or assignment satisfactorily.

employees see a clear path to rewards and goal attainment, and that they trust that managers will reward their actions as promised. Instrumentality refers to the importance of that e.g. If instrumentality is high, an employee believes that certain actions will result in the attainment of the rewards valued by him/her. Instrumentality refers to the individual's believe in that the accomplishment of a given task, will result in the attainment of some valued reward. If an extrinsic factor, such as recognition, is seen as a valuable outcome by an employee, managers may use this information to motivate his/her employee. an employee's motivation for attaining a particular outcome, which makes it important for managers and employers to discover what is valued by the employees. Great valence will therefore strengthen e.g. If the individual is indifferent, valence will be zero. Valence will be positive, when the individual prefers to attain some outcome to not attaining it. Valence is the strength of an individual's preference for obtaining some particular outcome.

The VIE model consists of the following elements:

This Theory is often presented as Vroom's VIE Model of Motivation. Individuals are therefore more likely to be motivated to do certain acts, if they expect that rewards can be obtained, and that these rewards can be obtained without to much trouble and pain. The essence of this theory is that actions and behaviors of individuals are taken based on an objective to maximize pleasure and minimize pain. The Expectancy Theory of Victor Vroom (1964) deals with motivation and management, and how managers may secure a motivated workforce.

Vroom&#39;s theory of expectancy

Vroom's theory of expectancy