TEORIA DE VROOM - Arely Huerta Aguilar

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Vroom Expectation Theory
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Vroom's expectation theory assumes that behavior results from conscious choices between alternatives whose purpose is to maximize pleasure and minimize pain
Victor Vroom realized that an employee's performance is based on individual factors, such as personality, skills, knowledge, experience and skills.
This theory proposes that an individual will behave or act in a certain way because they are motivated to select a specific behavior over other behaviors because of what they expect to be the result of that selected behavior.
In essence, the motivation of the selection of behavior is determined by the desirability of the result.
The result is not the only determining factor in deciding how to behave.
The theory suggests that although individuals may have different sets of objectives, they may be motivated if they believe that:
There is a positive correlation between efforts and performance.
The favorable performance will result in a desirable reward.
The reward will satisfy an important need.
The desire to satisfy the need is strong enough to make the effort worthwhile.
Expectation of low performance and effort.
Reasons: Lack of skills and training necessary so that workers do not know that their additional efforts will lead to better performance.
What should be done ?: Management should provide training opportunities to improve skills in order to improve the performance ratio of effort.
Instrumentality ratio and low performance reward
Reasons: The rewards policy may be inconsistent and may depend on factors other than performance that the worker may not know or not consider fair.
What should be done ?: Management must reassess evaluation techniques and formulate policies that strengthen this relationship as fair and equitable.
Low reward - Valencia
Reasons: Rewards may not be desirable for workers. Some workers may find desirable monetary rewards, while others may value recognition more.
What should be done ?: Management should investigate the appropriateness of the rewards that are awarded based on performance.
Expectation: Effort → Performance (E → P)
It refers to the perception of the individual is that the effort that will present will result in the achievement of "performance".
This cognitive evaluation is strongly weighted by the past experiences, the personality, the self-confidence and the emotional state of the individual.
Self-efficiency 
Difficulty of the objective
Perceived control
High goals = unreachable goals
Capacity belief
High objective perception = expectation and low motivation
Instrumentality: Performance → Result (P → R)
It refers to the relationship "performance-reward". The individual evaluates the likelihood of reaching the level of performance actually resulting in the achievement of the reward.
It can be presented in the form of a salary increase, promotion, recognition or sense of achievement.
The performance of commissions correlates directly with the result (how much money is earned), if the performance is high and many goods are sold, the more money the person will earn.
Percepción de objetivo alto = expectativa y motivación baja
Factors associated with the insturmentality
Confidence: Trust people who will decide who gets what result, depending on performance.
Control: Control of how the decision is made, who gets what result.
Policies: Policies include the correlation between performance and results.
Valencia (V)
Value that the individual associates with the result (reward), a positive valence indicates that the individual has a preference for the reward, a negative valence is indicative of the individual.
Valence refers to the value that the individual personally assigns to the rewards. -1 → 0 → +1.
For the valence to be positive, the person must prefer to achieve the result.
Example of valence
For example, if you have a team of people who are already well paid for their efforts, those employees may prefer to receive some free time instead of a bonus check. The best way to know what kind of rewards will motivate your team is to simply ask, by getting an idea of ​​the types of rewards that will make your employees work hard day after day, you can be sure to adapt your offers to your wishes.
Theory of Vroom Expectation: Effort, Performance and result.
Motivational Force Equation
The motivational force in the different behavioral options based on the perception of the individual of the probability of achieving the desired result.
Cuantificación de la motivación
Las recompensas que pueda querer el empleado deben estar relacionados a su psicología. La pirámide de Maslow ofrece algunos puntos que dan una idea.
El dinero puede satisfacer en cierta proporción varias necesidades de la pirámide de manera directa o indirecta, como la fisiológica, seguridad, afiliación, etc.
Según Maslow:
Effort Quantification
The capacities of a given job are assumed, depending on the intelligences that can lead to it.
It is stipulated that there will be a vector transformation where the two resulting will be effort and time.
It is suggested the quantification by coefficients of the given intelligences.
Vroom expectation theory evaluation
Vroom's theory has become very popular and has provided an alternative to content theories, which according to him, were inadequate explanations of a complex process of work motivation.
The positive points of this theory are:
(i) It is very useful to understand organizational behavior.
(ii) It is a cognitive theory that values ​​human dignity.
(iii) Helps managers look beyond what Maslow and Herzberg implied
Disadvantages of the expectation theory of Vroom.
(i) It is difficult to investigate and apply in practice.
(ii) It assumes that man is a rational human being who makes all decisions consciously.
(iii) It is an important theory of motivation, but it is quite complex.
Business objectives and motivation of the HR
The Vroom expectation theory has a clear application to management by objectives as a motivational formula. Management by objectives is a decentralized administration formula consisting of subdividing the general objectives of the company for a given period into partial objectives that are assigned to each department or activity center that has the necessary autonomy and acquire the responsibility to achieve them.
Motivation and work groups: synergy
In well-integrated work teams with adequate levels of morality there are so-called "synergy effects" that consist in increasing the group's potential, which translates into an improvement in the results, that is, the synergy effect makes the Good rapport of the group achieving a result superior to what could be achieved by adding the efforts of each member of the group separately. 
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Preguntas 
¿Qué es la teoría de la expectativa de Vroom?
¿A qué se refiere la instrumentalidad? 
¿Qué es la valencia?
¿En qué Situaciones que se presentan en la teoría de la expectativa de Vroom?
¿Cuáles son Los puntos positivos de esta teoría?
¿Cuáles son inconvenientes de la teoría de expectativa de Vroom?
Inglés