Vroom’s Expectancy Theory:

One of the most widely accepted explanations of motivation is offered by Victor Vroom in
his Expectancy Theory” It is a cognitive process theory of motivation. The theory is founded
on the basic notions that people will be motivated to exert a high level of effort when they
believe there are relationships between the effort they put forth, the performance they
achieve, and the outcomes/ rewards they receive.

The relationships between notions of effort, performance, and reward are depicted in Figure
17.3

Thus, the key constructs in the

expectancy theory of motivation are:
1. Valence:
Valence, according to Vroom, means the value
or strength one places on a particular outcome or reward.

2. Expectancy:
It relates efforts to performance.

3. Instrumentality:
By instrumentality, Vroom means, the belief that performance is related to rewards.

Thus, Vroom’s motivation can also be expressed in the form of an equation as follows:
Motivation = Valence x Expectancy x Instrumentality

Being the model multiplicative in nature, all the three variables must have high positive
values to imply motivated performance choice. If any one of the variables approaches to
zero level, the possibility of the so motivated performance also touches zero level.

B..// Ex1/Frederick Herzberg, Google Inc. is using this two factor theory concept which is hygiene factors
and motivation factors in their company and to make sure the employee enjoy the working environment
during their working time. The Google Inc. has provided an awesome working place and benefits to their
staff and the benefits of the Google Inc. are among the best in the world.
Ex2/Maslow's Need: SAFETY

Example: The fact that the CEO of Facebook, one of the world's most dynamic and fastest growing
companies, is meeting with entry-level employees says a lot about the way Mark Zuckerberg does
business. Rather than slotting people into roles based on age and experience, Facebook values
everyone's ideas in clear and distinct ways.

Ex 3//Tesco aims to motivate its employees both by paying attention to hygiene factors and by enabling
satisfiers. For example, it motivates and empowers its employees by appropriate and timely
communication, by delegating responsibility and involving staff in decision making. It holds forums every
year in which staff can be part of the discussions on pay rises. This shows recognition of the work Tesco
people do and rewards them.

Ex4//Maslow’s Hierarchy of Needs Theory.

Apple Inc. satisfies its employees’ safety needs by providing them job security, retirement benefits and a
safe working environment. Apple Inc. provides full-benefit medical insurance to its full-time employees
as well as part-time employees who working as few as 15 hours a week and have at least one year of
service with Apple since January 2010. It also provides pension and sickness schemes to its employees.

Ex5//Apple Inc. then satisfies the employees’ social needs. The company has developed team
atmosphere and made sure employees know that they are a part of something bigger. For instance,
from its lack of bureaucracy within projects, to its engineer-focused culture, to its emphasis on
passionate and loyal employees, the huge company has maintained the corporate culture of its startup
days. And that culture is a huge part of what makes it so successful — and, not surprisingly, a good place
to work.( “Leadership and Motivation of the Members of the Organization,”2013).

Ex6//Maslow's need: ESTEEM

Example: Southwest Airlines give employees “permission” to go the extra mile to make customers
happy, empowering them to do whatever is necessary to meet that vision.

Ex7// Maslow's need: SELF-ACTUALIZATION

Example: Google offers its employees one of the most innovative work environments. The company
cares so much about innovation that it has set forth nine principles of innovation. One of their tenets
encourages Google employees to spend 20% of their time pursuing innovative ideas about which they
are passionate—resulting in products and applications like Google News, Google Alerts and Google
Maps Street View.
Q2// Transformational leadership is a leadership style in which leaders encourage, inspire and
motivate employees to innovate and create change that will help grow and shape the future success
of the company. This is accomplished by setting an example at the executive level through a strong
sense of corporate culture, employee ownership and independence in the workplace.

Mahathir Mohamed has been regarded as a transformational leader who brought developments or
social changes in Malaysia. It was evident that Mahathir has brought tremendous development through
his development plans and policies and thus he was known as the “The Father of Development”.

Transactional leadership is the exact opposite of transformational leadership — it relies on

motivating employees through rewards and punishments. It requires supervision, oversight,
organization and performance-monitoring. This leadership model doesn’t try to innovate. Instead, it’s
rooted in keeping things consistent and predictable over time. Errors and faults are closely
investigated, and the overall goal is to create efficient, routine procedures.

Bill Gates
Bill Gates was born in Seattle in 1955. In his early teens, he met Paul Allen at the Lakeside School, where they both developed
computer programs as a hobby. When Gates went to Harvard, Allen went to work as a programmer for Honeywell in Boston. In
1975, they started Microsoft, and by 1978, the company had grossed $2.5 million, when Gates was 23. In 1985, Microsoft launched
Windows. Bill Gates is now one of the richest people in the world. As a transactional leader, he used to visit new product teams and
ask difficult questions until he was satisfied that the teams were on track and understood the goal.

Charismatic Leadership

Charismatic leadership is basically the method of encouraging particular behaviors in others by way of eloquent
communication, persuasion and force of personality.  Charismatic leaders motivate followers to get things done or
improve the way certain things are done.

Martin Luther King Jr.Dr. King was born in 1929 and soon started following in the footsteps of his father who was a Baptist minister.
Dr King embarked on a civil rights career and led the bus boycott the night that Rosa Parks was arrested.His powerful speeches and
peaceful protests coupled with his cause that made him very popular. Martin Luther King’s speeches were in fact so powerful that
they ignited movement for equal rights. One famous speech that he delivered on August 28, 1963, attracted more than 200,000
people.

Visionary Leadership is built on inspiring and motivating people to pursue a long term vision. Communication, transparency and goal
setting is crucial.

Elon Musk (1971 – present) – CEO of SpaceX and Tesla

Musk is known for revolutionary ideas that disrupt industries. He doesn’t follow the status quo and is always going against the grain
to achieve success. His ideas may seem ludicrous to some, but he has led teams of highly inspired and creative people to achieve
the seemingly impossible.

Level 5 leadership is a concept developed in the book Good to Great. Level 5 leaders display a powerful mixture of personal humility
and indomitable will. They're incredibly ambitious, but their ambition is first and foremost for the cause, for the organization and its
purpose, not themselves.
Q3// Motivation is an aspiration that an individual wants to satisfy. It could be a desire for job security or
a wish for status, but regardless, they are motives. There is a proverb, “You can take a horse to the
water but cannot force it to drink; it will drink only if it’s thirsty”.

Employee turnover rate will be high if employees are not motivated. Employee turnover is an
extraordinarily costly expense that is often underestimated and underrepresented. It's possible to
calculate many static elements of employee turnover's cost, but there are such a vast number of cost
variables associated with employee turnover, the cost is almost always larger than expected.

In the HR area, we speak about motivation often. We try to understand what makes employees happy
and how they can benefit from their work in other ways than just money. Unmotivated people are like a
Trojan horse of competitors. They not only do their job poorly, they literally sabotage business, which
means de-motivated employees are a disaster.

Without fulfillment of basic needs it is not possible to motivate employees. Money is the most crucial
factor for motivating employees because without money it is not possible to fulfill basic needs. In our
Garment Sector maximum workers/employees are unhappy or de-motivated due to poor wage/salary. It
is not only the problem in garment sectors but also everywhere in production sectors. As a result
workers/employees demonstrations is common in here. Our employers always use supply and demand
theory for labors/employees pay but they are not thinking about skill of an employee. High pay is must
to motivate an efficient/skill employee. As HR professional, we have to keep in mind that people work to
provide housing, food, clothing and entertainment for themselves and their families and better salary
motivates many employees to stay with a business and do well in the organization.

Honest, frequent two-way communication between employees and employer or senior management,
including constructive discussion of workplace issues can motivate the employees because it creates
ownership within employees. Allowing employees to have a voice in the organization creates intrinsic
motivation for them to increase the quality of their performance because they care about the company
as a whole.
There has to be some sort of balance between work and personal life. In general, having that sense of
balance will improve job satisfaction among employees because they will feel that they’re not
overlooking the other areas of their lives that are, if not more, important to them than work.

Career-development programs can provide excitement and satisfaction at various stages by identifying
employee’s talents early on and providing opportunities for learning. We have to create positive work
environment where people have the freedom and flexibility for making decisions about their work.

An employee who is tired, overworked or is attempting to juggle multiple responsibilities is more prone
to mistakes. The overall quality of work product will be diminished due to a heavy workload, and
mistakes can be costly. Overworked employees often face higher degrees of stress, which can lead to
physical and mental health problems and also can lead to de-motivate employees.

There must be an availability of meaningful work. Meaningless work will de-motivate the employees.
Meaningful work is not just about employee engagement, It’s about employee satisfaction and can
impact and be tied to an individual’s core values, beliefs, sense of purpose, and even one’s calling.

Employee recognition is a highly effective and proven strategy for improving employee engagement.
Recognition has been shown to improve morale, productivity, and even retention. A non-existent,
poorly-designed, or poorly-implemented employee recognition program can have the opposite effect,
decreasing motivation, and even pushing good employees away.