Expectancy Theory of Motivation and Team Effectiveness

ORGANISATIONAL
BEHAVIOUR
Expectancy theory of motivation and team
effectiveness
Student name
Institutional Affiliation(S)

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Introduction
Vroom’s expectancy theory of motivation considers different
concept than other motivation-based theories like Alderfer, Maslow and
Herzberg motivation models as Vroom’s theory do not provide with
specific propositions about what motivates employees within
organisations. Vroom’s theory, instead provides with a framework
comprising cognitive variables which reflects individual’s diversified
perspective regarding work motivation. From organisational behaviour
standpoint, Vroom’s theory can have few implications concerning
motivating employees as it identifies various factors that can be used for
motivating the entire workforce alongside altering people efforts for
performing the job in expected manner (Parijat & Bagga , 2014). Team
effectiveness is another significant concept within organisational
behaviour psychology that describes human accomplishments through the
millennia and focuses more on social psychology considering group
behaviour. However, since most of the contemporary workplaces
recognised significance behind teamwork, the factors influencing and
nature of teamwork have become a primary focus for researchers and
organisational behaviour studies (Cooke & Hilton, 2015). This essay will
reflect upon both the concepts, expectancy theory of Victor Vroom and
team effectiveness for organisational performance after reviewing key
features associated with them as per current literature. This essay will
define both the concepts with specific examples and thereby find how

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expectancy theory can guide business practitioners or organisations in
bringing team effectiveness for achieving high organisational
performance.
Expectancy theory of motivation
The expectancy theory of motivation developed by Vroom is among
process theory of motivation which holds a considerable position within
present literature pertaining motivational theories. The expectancy theory
is more realistic and comprehensive approach for motivation as compared
to most of the other theories present in organisational psychology.
Though it may seem complicated to understand, it fundamentally
describes more common concept comprising employee psychology and
states that employees will remains motivated only when their expectancy
is accomplished that may cause them to behave in expected manner
(Lunenburg, 2011). Every individual predicts what can be the consequences
of actions performed by them and expectancy theory predicts whether an
employee can work for the desired outcome or not after looking upon the
motivational factors like career advancements, organisational ethical
image, enhanced inter-personal relationships and doing interesting and
diversified things. This theory puts emphasis on some critical aspects like
rewards or valence, efforts, personal goals and performance or
instrumentality. For instance, if an employee recognises that effective
performance in the organisation will provide him/her a good rating that

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results in increased salary, instrumentality will have first preference for
the employee. If no relationship is established between salary and
performance rating, it is feasible that the employee will not prefer to go
for instrumentality expectation. Similarly, if another employee prefers
going for reward attainment, then valence expectancy is positive as
compared to the employee who shows indifference to reward that makes
valence outcome to be negative for motivating such employee (Osabiya,
2015).
This theory also establishes relationship between the identified
aspects and synthesises into one core theory of motivation. The value of
employee perception is emphasised to find out what exactly motivates
them alongside focussing upon utilitarianism. since employees expects to
maximise self-interest and pleasure in them and to avoid any negative
consequences that can have negative impact their professional as well as
personal lives. This theory also suggests that employee job satisfaction
can be due to the result from excellent performance and not because of
any other reason. Vroom’s theory is based upon contingency framework
and sees that every individual is never motivated by same means
(Lunenburg, 2011). This makes expectancy theory one of the most
accepted framework for analysing employee motivation factors in
organisations. Moreover, various tests conducted to prove accuracy
behind this theory have resulted in positive outcomes which tends to
prove supportive for managers and business practitioners. This theory
again seems to be highly appealing due to its sensible features associated
that explains factor of motivation after breaking them and segregating