How to Coach Yourself and Others Essential Knowledge For Coaching | Page 82

The order of importance of these three needs varies among
individuals. Organizations looking to motivate an employee need
to focus on individual thought processes to identify the dominant
need category, and establish performance rewards that fulfill
such needs.
Victor Vroom’s Expectancy Theory
Victor Vroom’s Expectancy theory holds that employees perform
to the level that they believe maximize their overall best
interests. The prospects of desirable rewards that satisfy needs
and a strong desire to satisfy needs motivate employees to
perform to the ir potential.
The Expectancy Theory holds motivation as a function of
Expectancy, Instrumentality, and Valence.
Expectancy refers to the expectations and confidence of
employees regarding their ability to perform a task, and depends
on factors such as basic skills required for the task, support
expected from superiors and subordinates, availability of
required tools and equipment, and the like.
Instrumentality refers to the perception of whether
accomplishment of the task leads to the desired results. This
depends on factors such as rules of performance and reward,
transparency and trust in the process, and the like.
Valence refers to the emotional orientations of people regarding
the outcomes or rewards, or the level of satisfaction they expect
to get from the rewards. A reward motivates only if employees
have a positive valence, or a preference to have the specified
reward to not having it. For instance, some employees may
prefer having time off, whereas other employees might not have
the need for time off and might prefer money or achievement.
Organizations looking to motivating employees in the workplace
need to ensure that all the three factors: Expectancy,
Instrumentality, and Valence remain positive or high. Even
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