How to motivate employees with Vroom's Expectations Theory

2024 Author: Malcolm Clapton | [email protected]. Last modified: 2023-12-17 03:44

It is worth knowing for every manager.

What is the essence of the theory

Expectations theory, developed by Canadian psychologist Victor Vroom, suggests that having needs alone is not a key motivator. Unlike his colleagues - Maslow with his pyramid of needs according to Maslow of needs and Herzberg with the two-factor theory of motivation - Vroom focused on results, not needs.

3 important components of the theory

1. Expectation that the efforts made will bring results

The employee is ready to work harder, spend more time and energy if this leads to a better result. An important condition: the result must be achievable.

For this relationship to work, a number of conditions must be met:

• The employee is provided with the necessary resources (time, raw materials, consumables, information required to complete the task).
• The employee has the skills to do the job (qualifications, experience).
• The employee receives the necessary support (a clear statement of the task, timely comments from the manager, feedback).

The employee must be sure that each specific action leads him to a specific result, see the connection between the effort expended and the consequences of his efforts.

For example, by organizing 10 more client meetings per month, an employee expects to conclude more deals and get more profit for the company.

If the working conditions leave much to be desired, and the employee does not understand why he is performing certain tasks, it is unlikely that he will strive with all his might to achieve a mythical result.

2. Expectation that the result will entail a reward

Having done a good job and having achieved the desired result, the employee expects reward. He held more meetings in the last month, closed more deals, and generated additional profits for the company. The employee was paid a bonus 10% more.

The expectation of a reward for the result works in conjunction with the previous paragraph. If an employee knows how to achieve a set goal, but does not expect any reward for it, his motivation will be weak.

3. Valence - the expected value of the reward

Another employee thought the same: hold more meetings and close more deals. He was about to put aside his lunch, pick up the phone and call a potential client, when he heard that he would receive 10% of the bonus for it. He put the phone away and went back to his sandwich. This happened because the prize does not have the same value for him as, for example, a promotion.

Everyone has their own understanding of the value of reward. For one, a salary bonus matters, for another - a promotion, and for a third, an extra five days for vacation will be an incentive.

In addition, the employee compares to what extent the forces expended on achieving the result are equivalent to the expected reward, whether the game is worth the candle.

Motivation formula

The three components are interrelated and inseparable from each other. Only if each of them carries meaning for the employee, the motivation will be high.

Thus, we get the following motivation formula:

Motivation = the expectation that the effort expended will bring a result × the expectation that the result will entail a reward × the expected value of the reward.

How to put it into practice

In order for an employee to be ready to put more effort into completing tasks, he must answer himself a few questions:

• Will I be able to complete this task? How realistic is this?
• Will I get rewarded for the result?
• Does the remuneration meet my expectations?

The task of the leader is to make sure that the subordinates can answer affirmatively to each question.

The expended effort will bring results

The employee needs to understand what deadlines will have to meet, what kind of goal is to be achieved and what exactly needs to be done for this. The mission of the leader is to help the subordinate in this and to indicate important points:

• What specific result do you want to see from the employee (it is necessary to increase the company's profit)?
• Are there any quantitative or qualitative assessments of the result (10 new customers, an increase in the engagement rate in social networks by 5%)?
• In what time frame should this happen?
• What is the priority of tasks (can you push or delegate the quarterly report to attract new clients)?
• How realistic are the tasks set (is it physically possible to attract new customers in a given time frame)?

If the employee does not believe that the result can be achieved, or the quantitative indicators and timeframes are vague, he will either not take on this task, or will not do everything the way you would like it. And all because you did not give the subordinate the necessary information.

The result will entail a reward

The employee must know that achieving the desired result will lead him to the reward he hopes for. The task of the leader is to explain to the subordinates the connection between their results and the reward.

The employee needs to be sure that his additional actions are justified, that perseverance and expended efforts will be rewarded at its dignity.

Reward has value for the employee

The reward for the result should carry value for each individual employee and correspond to the expended efforts of subordinates.

The manager needs to designate in advance what the reward will be for completing a particular task. In addition, you need to understand the desires of employees and choose incentives based on its importance specifically for subordinates.

Managers of all levels can and should apply Vroom's theory of expectations in practice in combination with other motivational techniques. The success of a company largely depends on the degree of motivation and productivity of employees, and it is within our power to influence this.