valence–instrumentality–expectancy theory

a theory of work motivation holding that the level of effort exerted by employees will depend on a combination of three variables: (a) the expectancy of employees that effort will lead to success in the job, (b) the belief of employees that success will lead to particular outcomes (see instrumentality theory), and (c) the value of these outcomes (see valence). A numerical value can be obtained for variable (a) using the subjective probability estimates of employees, for variable (b) by measuring the correlation of performance to rewards, and for variable (c) by asking employees to rate the desirability of the rewards. The motivational force, or the amount of effort employees will exert, can then be calculated. See also path–goal theory of leadership; Porter–Lawler model of motivation. [proposed in 1964 by Canadian organizational psychologist Victor H. Vroom (1932– )]

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Psychology term of the day

November 22nd 2024

precompetition anxiety

increased cognitive and physiological arousal before a competition. Precompetition anxiety may facilitate or inhibit performance, depending on the performer’s perception of readiness or apprehension. See debilitative anxiety; facilitative anxiety.