Explain how motivation is a function of valence, expectancy and instrumentality.

Understanding the Components

Vroom’s Expectancy Theory rests on the multiplicative relationship between valence, expectancy, and instrumentality. Motivation = Valence x Expectancy x Instrumentality. Let's break down each component:

Valence

Valence refers to the value an individual places on a particular outcome or reward. It represents the attractiveness or desirability of a reward. Valence can range from -1 to +1. A positive valence indicates that the individual views the reward as desirable, while a negative valence suggests the opposite. For example, a promotion might have a high valence for an ambitious employee, but a low valence for someone content with their current role.

Expectancy

Expectancy is an individual’s belief that their effort will lead to successful performance. It’s a probability ranging from 0 to 1, where 0 signifies zero belief in achieving the desired outcome and 1 represents complete certainty. Factors influencing expectancy include possessing the necessary skills, having adequate resources, and receiving appropriate support. If an employee believes they lack the skills required for a task, their expectancy will be low, even if the reward (valence) is high.

Instrumentality

Instrumentality represents the individual’s belief that successful performance will lead to the promised reward. Like expectancy, it’s a probability ranging from 0 to 1. A strong instrumentality exists when the individual is confident that good performance will be recognized and rewarded. If an employee doubts that their hard work will result in a bonus, their instrumentality will be low. Trust in management plays a crucial role in establishing strong instrumentality.

The Interplay and its Impact on Motivation

The core of Vroom’s theory lies in the multiplicative relationship between these three factors. Motivation is highest when all three factors are high. If any one of them is zero, motivation will be zero, regardless of the values of the other two.

• High Valence, High Expectancy, High Instrumentality: Strong motivation. The individual desires the reward, believes they can achieve it, and trusts that achievement will lead to the reward.
• Low Valence, High Expectancy, High Instrumentality: Moderate motivation. The individual believes they can achieve the goal and will be rewarded, but doesn’t particularly value the reward.
• High Valence, Low Expectancy, High Instrumentality: Moderate motivation. The individual values the reward and believes it will be given for success, but doubts their ability to succeed.
• High Valence, High Expectancy, Low Instrumentality: Moderate motivation. The individual desires the reward and believes they can achieve it, but doubts that success will be rewarded.
• Any factor is zero: Zero motivation.

Managers can leverage this theory by:

• Clarifying Rewards (Valence): Understanding employee needs and offering rewards that are genuinely valued.
• Providing Resources & Training (Expectancy): Ensuring employees have the skills, resources, and support needed to succeed.
• Establishing Clear Linkages (Instrumentality): Clearly communicating the relationship between performance and rewards, and consistently delivering on promises.

Example

Consider a sales team. A company offers a bonus (high valence) for exceeding sales targets. If the sales team believes they have the skills and tools to achieve the targets (high expectancy) and trusts that the bonus will be awarded upon achieving the targets (high instrumentality), they will be highly motivated. However, if the team doubts their ability to meet the targets (low expectancy) or believes the bonus is rarely awarded despite achieving targets (low instrumentality), their motivation will be significantly reduced.