EXPECTANCY THEORY OF

MOTIVATION…
&
HERZBERG’S THEORY OF
MOTIVATION…
 What is Expectancy Theory of
Motivation?

 Expectancy Theory of Motivation was developed by Victor H. Vroom in 1964

and extended by Porter and Lawler in 1968.
 Expectancy Theory basically states that a person behaves the way they do
because they are motivated to select that behavior ahead of others because
of what they expect the result of that behavior to be.
Why Is Expectancy Theory Important…

 Do you show up at the office early, work hard, and stay late. Why do you
behave this way?
 As managers, Expectancy Theory can help us to understand how individual
team members make decisions about behavioral alternatives in the
workplace. We can then use this information as an input for creating
motivated employees.
 Why this theory so important ?
 Performance not recognize
 Performance recognized but no rewards
 Rewards achieved but not your expectation
EFFORT PERFORMANCE OUTCOME REWARD
 ADVANTAGES
• Expectations are boosted by
rewards
• Improves performance
• Self motivated
• Happy work culture
• Job satisfaction
DISADVANTAGES
• Reward not as per expectation
can be demotivating
• In reality its difficult to apply
• Certain factors may not support
the theory eg: resources , system
etc
• Sometime performance is not
recognized can lead to
disappointment
 HERZBERG’S THEORY OF MOTIVATION
BY FREDERICK HERZBERG

Two Factor Theory states that there are certain factors in the workplace that
cause job satisfaction, while a separate set of factors cause dissatisfaction
• Satisfaction which is mostly affected by the "motivator factors".
Motivation factors help increase the satisfaction but aren't that
affective on dissatisfaction.
• Dissatisfaction is the results of the "hygiene factors". These
factors, if absent or inadequate, cause dissatisfaction, but their
presence has little effect on long-term satisfaction.
 THEORY DISTINGUISHES BETWEEN
• Motivators (e.g. challenging
work, recognition, responsibility) which give positive
satisfaction, arising from intrinsic conditions of the job
itself, such as recognition, achievement, or personal
growth, and

• Hygiene factors (e.g. status, job security, salary and

fringe benefits) which do not give positive
satisfaction, although dissatisfaction results from their
absence. These are extrinsic to the work itself, and
include aspects such as company policies, supervisory
practices, or wages/salary .
 INCLUDING FACTORS

MOTIVATIONAL HYGIENE FACTORS

FACTORS
 Achievement  Pay and Benefits
 Company Policy and
 Recognition Administration
 Work Itself  Relationships with co-
 Responsibility workers
 Physical Environment
 Promotion
 Supervision
 Growth
 Status , Salary
 Job Security
TWO FACTOR THEORY , HERZBERG