What is Expectation Theory? The main points of expectation theory

Expectation Theory. by American psychologist.

Froome proposed in 1964 the theory that people are motivated to do something to achieve a goal only in anticipation that their actions will contribute to that goal. The expectation theory is based on self-interest, i.e., every employee is seeking maximum self-satisfaction. At the heart of expectation theory is two-way expectation, that is, managers expect employees to work effectively, and employees expect their hard work to be duly rewarded.

The assumption of expectation theory is that managers understand employees' expectations and understand what makes employees work harder. Expectation theory is based on employees' personal feelings, rather than actual conditions. Regardless of the actual situation, employees work hard when they feel that they can achieve performance requirements through hard work and are rewarded accordingly and attractively.

Expectation theory reflects the relationship between needs and goals based on three factors, and to motivate employees, it is necessary to make employees clear: (1) the work can provide them with what they really need; (2) what they want is tied to performance; (3) As long as they work hard, they can improve their performance.

The relationship between this need and the goal is expressed by the formula, namely:

Motivation (motivation at work) = expectation (confidence at work) Valence (attitude at work).

The main points of the expectation theory are as follows:

The expectation theory was proposed by the American psychologist Froome, which holds that what a person wants to do and how much effort he puts in to do it depends on three variables.

First, expectation refers to an individual's subjective probability that their actions and efforts will enable them to perform well. Factors influencing personal expectations include an individual's experience of having a lot of dinners, self-confidence, and estimation of the difficulty of facing tasks. Second, relevance is an individual's belief that good performance will be rewarded accordingly, that is, the relationship between work performance and reward.

Third, valence refers to the degree of attraction of the reward to the individual, that is, the individual's subjective judgment of the value of the reward.

Evaluation of the expectation theory

1. The expectation theory proposes the theory of unifying goal setting with individual needs. Expectation theory assumes that individuals are thoughtful, rational beings. For the development of their life and career, they have established beliefs and basic **.

Therefore, when analyzing what motivates employees, we must look at what people want from the organization and how they can achieve their desires.

2. Expectation theory is also one of the few quantitative analysis theories in incentive theory. This theory is not satisfied with a qualitative description of the problem, but also attaches great importance to quantitative analysis. Through the analysis of various contingency factors, it correctly illustrates the choices that people make among the multiple possibilities.

That is to say, people's behavioral choices are usually the most effective, or people's actual behaviors are the behavioral choices that have the greatest motivational power. This is not only an important development in incentive theory, but also more operational in practice.

Expectation theory holds that in order to analyze a person's behavior, we should consider the value of the goal pursued by the individual and the likelihood of achieving it, and the intensity of people's motivation for a certain task depends on the size of the target value and the probability of achieving the goal.

The functions are as follows: 1. Developer brain.

2. Enhance people's attachment to good things.

3. Cohesion of the team's morale.

4. Create positive social energy.

5. From the perspective of human resource development and management, the application of expectation theory is to maximize the enthusiasm of employees, tap their inherent potential, and make every employee fully play, so that the enterprise is always in an efficient and orderly operation state, and finally achieve organizational goals.

Principles of Expectation Theory:

It is believed that people will only take a specific action if they expect that a certain action will bring attractive results to the silver high individual. People are always eager to meet certain needs and try to achieve certain goals. When this goal has not been achieved, it is manifested as an expectation, and then the goal, in turn, is a stimulating force for the individual's motivation, and the magnitude of this stimulating force depends on the value of the goal and the expected probability.

Expectation theory, also known as "valence-means-expectation theory", is a theory of management psychology and behavioral science. This theory can be expressed as follows: excitatory power = expected valence.

It is a motivation theory proposed by Victor Frum, a famous North American psychologist and behavioral scientist, in 1964 in "Work and Motivation". In this formula, excitatory power refers to the intensity of mobilizing personal enthusiasm and stimulating the potential within the person; Expectation is the degree of certainty of achieving a goal based on personal experience; Potency is the value of an achievable goal to meet an individual's needs. The formula of this theory shows that the amount of motivation that is mobilized depends on the product of expectation and valence.

That is to say, the greater a person's grasp of the goal, the higher the probability of reaching the goal, the stronger the motivation to remove, and the greater the enthusiasm. Froome's contribution to the development of management thought is mainly in two aspects: first, he deeply studied the motivation and motivation of individuals in the organization, and took the lead in proposing a relatively complete expectation theory model; Second, from the perspective of analyzing the sharing of decision-making power between leaders and subordinates, the decision-making style or leadership style is divided into three categories and five types.

The basic principles of expectation theory are as follows:

Victorh Vroom, renowned psychologist and behavioral scientist. He received his bachelor's and master's degrees from McGill University in Canada and his Ph.D. from the University of Michigan. He has taught at the University of Pennsylvania and Carnegie Mellon University, and was a longtime "John Searle" Professor of Management Science and Professor of Psychology at Yale University.

Froome's contribution to the development of management thought is mainly in two aspects: first, he deeply studied the motivation and motivation of individuals in the organization, and took the lead in proposing a relatively complete expectation theory model; From the perspective of analyzing the sharing of decision-making power between leaders and subordinates, the decision-making methods or leadership styles are divided into three categories and five types.

According to the subjective and objective conditions, especially the environmental factors, according to a series of basic rules, the tree structure judgment and selection model was designed to determine what kind of decision-making method should be adopted through seven levels. Froome's two most important works, Work and Motivation (1964) and Leadership and Decision Making (1973), respectively elaborate on the expectation theory model and the leadership norm model.

Expectation Theory: The expectation theory is based on the idea that people are able to do a certain job and achieve organizational goals because these jobs and organizational goals will help them achieve their goals and meet their needs in some way.

Froome argues that the motivating power of an activity for someone depends on the full expected value of the outcome he can get multiplied by the expected probability that he thinks will achieve that outcome. It can be expressed with the formula as: m vxe.

The expectation theory works as follows:

1. The main content of expectation theory: the stimulating power of an activity on someone depends on the full expected value of the outcome it can obtain multiplied by the expected probability that he thinks will achieve the outcome. It can be expressed by the formula as:

m=∑v*e。Among them, M - Inspire Strength, V - Smile about the standard valence, E - Expected value. Individual's Expectation Pattern:

Personal Effort Personal Achievement (Performance) Organizational Reward (Compensation) Personal Need.

2. "expectancy" was originally translated as expectancy, but such a literal translation does not reflect the original meaning of expectation theory. The original meaning of expectation in expectation theory is as follows: "expectancy" refers to the probability that people can judge that they can achieve their goals and achieve corresponding rewards based on their past experience and abilities.

3. Expectation theory, also known as "valence-means-expectation theory", is a theory of management psychology and behavioral science. This theory can be expressed as follows: excitatory power = expected valence.

4. Expectation theory is a motivation theory proposed by Victorh Vroom, a famous North American psychologist and behavioral scientist, in 1964 in Nasheng's "Work and Motivation". Victor? Victorvroom's theory of expectation states:

Individuals will only engage in a particular behavior if they anticipate that it will bring attractive results to the individual.

According to the expectation theory of American management psychologist Victor Frum, people's enthusiasm or effort at work (motivation) is the product of valence and expectation, where potency refers to the evaluation of a noisy person on a certain job and its results (achievable goals) can bring satisfaction to themselves, that is, the evaluation of the usefulness (value) of the work goal; Expectation refers to people's estimation of the likelihood that they will be able to successfully complete the work, that is, the estimate of the probability that the work goal will be achieved. Therefore, if a goal is to have a stimulating effect on its recipient, then it must be acceptable and achievable for the recipient. For a goal achiever, if the goal is beyond his or her ability, the goal has no incentive to roll up.