Vroom's Theory is one of the theory practiced in Organizational Behavior.

1. NUR HIDAYAH
NURUL
FATINAH SUZILA
ASNA
MARYAM
EXPECTENCY

2. VICTOR VROOM, in his book, Work
and Motivation (Vroom
1964), formulated a mathematical
model of expectancy theory.
Vroom’s expectancy theory deals
with motivation and management.
Vroom’s theory suggests, that
behavior is the conscious choice
between given alternatives. The
purpose of these choices is to
maximize positive feelings and
minimize negative feelings. In his
discovery he found, that an
employee’s performance is
determined by factors such as
personality, skills, knowledge, experi
ence, abilities.
( Motivational Force) F = (Expectancy) E x (Valence) V
The strength of the motivation to perform an act depends on
the sum of the products of valences for the outcomes
(including instrumentality) times the expectancies.

3. Valence (V) ie
Desired outcome
Expectancy (E)
ie employee’s
assessment how
likely it is that the
task will be
achieved
V X E = F ie
valence multiplied
by expectancy
F ie Force
which is the
employee’s
motivation
Employee A The employee
believes that the
outcome is very
attractive.= 0.8
As past
performance is
poor, employee
assessed the
task as difficult to
achieve= 0.2
0.8 x 0.2 = F F = 0.16
Employee B The employee
believes that the
outcome is
relatively
attractive.=0.6
As past
performance is
reasonable,
employee
assessed the
task as
reasonably
achievable = 0.6
0.6 X 0.6 = F F = 0.36

4. VALENCE
INSTRUMENTALITY
EXPECTENCY

5. Employees have different expectations and self-
confidence with regards to what they are capable of.
Management needs to discover what resources,
trainings, supervision to employees need.

6. The belief that one will receive a reward if
one’s expectation is met.
Factors:
Trust = amount of trust place in those
distributing the rewards.
Control = perception of control over
how, when, & why rewards are distributed.
Policies = dealing that formalized policies
associated to performance.

7. VALENCE
This means the emotional orientation which is formed in relation with
the end result (Reward).
The measure of how much the employee needs the extrinsic
(money, promotion, free-time) and the intrinsic rewards
(satisfaction, acceptance).
Management needs to discover what do employees need or value.