Expectancy or Instrumentality Model of Motivation

  1. Expectancy theory is associated with the work of Vroom and Lawler/Porter (and others prior to this).
  2. Vroom applied concepts of

    • expectancy - If I tried could I do it?
    • instrumentality - if I did it will I attain the required outcome?
    • valence (a subjective value) - do I really value the available outcomes?

    These are expressed as probabilities. Path-goal relationships are worked into explanation of motivation and performance at work.

  3. The expectancy model seeks to elicit

    1. factors that shape the effort that someone puts into their job? Lawler/Porter focus on

      • value of rewards/outcomes i.e. their attractiveness to the individual. For any person there is a range of outcomes that they desire. Some may hold aversion/negative value. Positive rewards are for Lawler/Porter reflect the needs suggested by Maslow with each person typically having a stable profile of preferences over time. This notion is akin to "subjective utility".
      • a subjective probability that these rewards will result from effort i.e. the person's perception of the likeihood of reward success if he/she puts in the effort. This combine the probability that rewards depend on performance and that performance depends on effort.

    2. factors affecting the effort-performance relationship. Lawler/Porter argue that effort is not synonymous with performance. The important matters are

      • the catch all of ability (including personality traits) - individual differences: intelligence, skills, aptitudes etc and
      • perceptions of role (activities and behavours the person feels they should be engaged in to do the performance successfully) .

    The well-known Lawler/Porter diagram of expectancy relationships is as follows.

  4. Discussion

    The model suggests that people at work are motivated to perform because of expectations as to perceived payoffs or rewards arising from that performance. The desireability of these (valence), perception of expectancy and force of expression are intrinsic to the person . Each one has their view of what is challenging or interesting, important to self-esteem and regard for extrinsic payoffs - pay and material rewards

    Expectancy depicts a subjective not "other-defined objective reality". It is how you/I see the world around use. Our perception of the worth of the payoffs available and attainable affects the degree of motivation.

    Plausible? The model provides a plausible, work-a-day explanation for worker motivation to perform and what might drive this. Its usefulness encourages various questions.

    1. What conscious decisions will individuals make about how they should/will behave in a particular situation?
    2. How do their construe and express their norms and values? What do they see as valued available, payoffs from doing the required job?
    3. What is their perception of the effort (type and amount) needed to attain the specific outcome?
    4. What is not really available and why? What is their assessment of the probability of securing the payoff they want - if they put in the effort?

    Exercise

    Think about how you felt when given a significant task to do recently. List your feelings, reactions, expectations.........

    Your thinking may go something like this ....

    1. You felt you should attempt it because it was your role to do so - reasonable request from the boss.

    2. You wanted to do it well - not to let your team or yourself down. If you manage to complete it and make good - others will learn and acknoeldge your success. You (and your team?) will feel you have achieved something.

      So achievement is an important payoff for you.

      However you may be anxious about how much effort you needed to put in to do the work. You feel lacking in confidence or the skills. You may feel that the task was not really feasible in terms of its scope and the time and resources available. You may decide that it is unlikely that it can be accomplished - so you approach it half heartedly - you do not anticipate any worthwhile achievement from the effort.

  5. Manager/supervisor use of Expectancy Theory?

    This is the exploitative and prescriptive argument....if you behave this way you will get more out of your staff? This is how you should be...

    If individuals only act when they have a reasonable expectancy that their behaviour will lead to desireable outcomes - then - when thinking about how a member of staff might become better motivated in their job, ask yourself:

    1. What are the consequences for him/her?
    2. From their point of view, what is in it for him/her - a lot of extra work, having to learn new work patterns, more hassle from the client group? Identify the factors at play for them.

    It is the individual's view of the situation that is important in terms of the degree to which they will be motivated. It matters knowing

    • that the person could manage the job (skills, confidence, resources)
    • if they don't think s/he can, s/he may be reluctant to try or half hearted in the attempt. (The outcome they envisage isn't worth the effort they will have to expend.)

  6. The expectancy model holds that

    job satisfaction follows effective job performance rather than the other way round

    - so time on briefing, coaching, training and ensuring that the person has the resources necessary to do the job is important.

  7. Of course - select and empower staff to take on board values and norms that are important in the section or unit. To support the motivation of your staff come to understand how they think about things and set up/delegate jobs and tasks so that they obtain "their" satisfaction from doing them.

  • Problems with the Expectancy Model

    References

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