Vroom’s VIE Model of Motivation

Vroom’s VIE model is built around the concepts of valence, instrumentality, and expectancy.

Model





Vroom’s model uses cognitive variables, variables which are used by persons in their thought process according to their perception or thinking of a situation. Vroom’s VIE model is built around the concepts of valence, instrumentality, and expectancy.



Valence according to Vroom is the strength of an individual’s preference for a particular outcome. This comes out of the value of the outcome for the individual. Valence is the anticipated value of the outcome. The valence will be positive, when the person prefers attaining the outcome to not attaining it. When the person is indifferent, valence will be zero for an outcome.



Instrumentality is a concept that refers to action that will give rise to an outcome desired by a person. If a person wants to eat a particular dish, he has to cook it. Cooking is the instrumental act that a person has to do to eat the dish. In an organization context, the person has to do certain tasks adequately to get the salary which he desires.



Expectancy relates the tasks a person has to do to get the output of the instrumental act with successful outcome at the instrumental act level. Is he or she confident that they can cook the dish properly? Is the person confident that he can do the tasks properly and complete the work assigned to him to the satisfaction of the customer or superior and get the reward desired.



According to the model, the strength of motivation to perform a certain act will depend on the algebraic sum of the products of the valences for the outcomes times the expectancies.


How managers can use this model?





They have to find out the rewards the persons under them want. They have to create a link between the business outputs and the personal rewards the employees strongly desires. Then they have to ensure that the employee has the basic capabilities to perform the tasks required to achieve the business outcomes or goals. They have to act as coaches to develop the employee.


References



Vroom, V.H., Work and Motivation, Wiley New York, 1964

Luthans, Fred, Organizational Behavior, McGraw-Hill, Boston, 2005, 10th Edition




Contents of Vroom’s Book







Work and motivation

By Victor H. Vroom

Published by Wiley, 1964

331 pages






Contents

Introduction and Historical Perspective


3

law of effect, hedonism, industrial psychology




The Motivational Bases of Work


29

Reactive inhibition, valence, nomic




Occupational Choice


49

valence, self concept, need for achievement




The Determinants of Job Satisfaction


99

job satisfaction, equity theory, human relations movement




Job Satisfaction and Job Behavior


175

job satisfaction, International Harvester, negative relationship




The Role of Motivation in Work Performance


191

level of performance, levels of motivation, motivation




more »

Some Motivational Determinants of Effective


211

social facilitation, overlearned, level of performance




Concluding Observations on Method and Theory


271

monotonically increasing, psychologist




Bibliography


289

Psychology, Ohio State University, social facilitation




Index


317

Heron, Harlow, Sears




Recent Print by Wiley



Work and Motivation

By Victor H. Vroom

Published by John Wiley & Sons, Incorporated, 1994

ISBN 0787900303, 9780787900304

397 pages

Web References



http://faculty.css.edu/dswenson/web/OB/VIEtheory.html



http://books.google.com/books?id=kexEAAAAIAAJ&q


http://www.garfield.library.upenn.edu/classics1985/A1985AKX9100001.pdf

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