MORE ON EXPECTANCY THEORY
Essentially, the expectancy theory argues that the strength of a tendency to act in a certain way depends upon the strength of one’s belief that exercising certain behaviors will be followed by a given outcome that is attractive to the individual. As a contingency model, expectancy theory recognizes that there is no universal principle for explaining everyone’s motivation. Further, since expectancy theory is based on a multiplicative function of three variables, if any one variable has a perceived value of zero, there will be no motivation to go forward with an activity or goal even if the reward is highly desired and the individual could be successful at obtaining it.
The theory includes three variables or relationships:
VALENCE [attractiveness]
“What are the perceived outcomes and how much do I value them?”
Evaluating attractiveness is an internal issue to the individual and considers his or her unique values and needs.
Outcomes may be positive [e.g., pay, security, a chance to use talent or skills, etc.] or negative [e.g., boredom, frustration, increased time commitment, etc.].
INSTRUMENTALITY [performance to reward linkage]
a) “Do I know clearly and unambiguously what is expected of me?”
Individuals must know what they need do to achieve desired results. Otherwise, they may assume they are on the right track when, in actuality, they may be focusing on the kinds of activities that will not result in success.
b) “If I perform these behaviors effectively, how confident am I that the rewards will follow?”
There has to be a level of trust in the boss or system that the desired rewards will materialize if the correct behaviors are executed.
EXPECTANCY: [effort to performance expectation]
“Can I do it if I try? How do I view my chances of success?”
This is the individual’s subjective probability that s/he can exert the necessary level of effort to reach the goal. When expectancies are low, individuals may only see the obstacles in their path. Expectancy is all about clearing the path to performance , both psychologically and in more tangible ways. The motivator must offer proper training and provide positive feedback & encouragement and ensure that the environment facilitates performance.
Remember, objective reality is not relevant here; the critical issue is what the individual perceives the answers to the above questions to be, regardless of whether those beliefs are accurate.
As such, managers should appreciate their role in potentially influencing perceptions relevant to all three variables. They must make sure that employees have a clear understanding of the important outcomes that are available if certain goals are achieved [valence], what it will require to reach those outcomes [instrumentality] and, finally, to continually build confidence in employees to assure them of their ability to meet the challenges [expectancy].