 Hello, I welcome you all once again to my channel, Explore Education and I am Dr. Rashmi Singh, Assistant Professor, Department of Education, SS Kandangalsh Rupi College, University of Allahabad. Nowadays, we are discussing theories of motivation in which I have covered already covered content theories of motivation and today I am going to discuss a new theory under process theories of motivation that is rooms expectancy theory of motivation and the lecture will be in bilingual mode and will be useful too. Do subscribe my channel to get more videos of mine, rooms expectancy theory of motivation. Content theories, we have read them, in process theories, today it is the first theory, content theory tells us what motivates an individual and process theory tells us how an individual motivates, means it tells us the process of motivation. So, we will read the theory of room expectancy theory here, so in 1964, a Canadian professor of psychology, Victor Vroom from the Yale School of Management, developed this theory, who has made it? Victor Vroom was a Canadian professor of psychology and Yale School of Management and the theory was given in 1964, in it he studied people's motivation and concluded it depends on three factors, in this theory he found that the person, who is a dream employee, the motivation of that person is given on three factors, expectancy, what is hope, instrumentality, how much is the trust, and balance, how much is the value, you will know, these three factors will be explained later, you will be clear. Abraham Maslow and Frederick Herzberg also researched the relationship between people's needs and the effort they make, before this Maslow's theory, we have read about Herzberg's theory, what did they tell us? They told us about the relationship between people's needs and the effort they make, but Victor Vroom distinguishes between the effort people put in their performance and the final result. But Victor Vroom is telling us that the effort people put in and the performance they put in and the final result, there is a difference between them, his theory primarily relates to motivation within a work environment, how a person is motivated in a work area based on this, when employees can make choices in their work, in which the employee can choose their choices. Victor Vroom argues that they will mostly choose what motivates them the most, Victor Vroom gives us the idea that the person chooses what motivates them the most, and this theory says that an individual's motivation is affected by their expectations about the future, and what the person chooses, what is the basis behind it, what is the future on that job place. Vroom's expectancy theory assumes that behavior results from conscious choices among alternatives, meaning that we have a lot of alternatives, in which we consciously choose what we will choose, what we will choose from, whose intention is to maximize, please and minimize pain, meaning that we can increase our benefits, our happiness, our happiness and reduce our suffering. Together with Edward Lawler and Lyman Potter, Victor Vroom suggested that the relationship between people's behavior at work and their goals was not as simple as was first imagined by other scientists. He found that, as we were told by the scientists before, how a person works, what his goals are, how he motivates them, they are not as simple as they have been told. He found that the performance of an employee depends on the individual factors, whereas Banslow, Hulshberg and other scientists were not talking about this. That is, the personality of a person, his skills, his knowledge, his abilities, these are also the basis of our motivation. Vroom stresses and focuses on outcomes and not on needs. Vroom's theory focuses on outcomes, what is coming out, what is the product. You are not focused on the strengths, you are not focused on the strengths, as we were talking about Messell and Hulshberg. That is why this process comes into the theory. This theory states that the intensity of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will be followed by a definite outcome and on the appeal of the outcome to the individual. How will we perform? The intensity of the performance will be dependent on the intensity of the performance and on the appeal of the outcome to the individual. Vroom's expectation is based on the assumption that an individual's behavior results from the choices made by him with respect to the alternative force of action. Done. Which is related to the psychological events occurring simultaneously with the behavior. We will choose the best alternative for our behavior. We have also found out that we have to choose according to which the pleasure, maximization, and pain are minimized. This means an individual selects a certain behavior over the other behaviors with an expectation of getting results they want desired. According to what we want, we start our business. This is our conscious action. That is why Vroom's expectation is that we get the journey in cognitiveism. That is how an individual processes. The different elements of motivation. The theory is dependent on the idea that the more an employee values the outcome, the more motivated they will be to achieve it. If our outcome is that our salary will increase then we will be highly motivated. If we don't even have the means to benefit from the monetary benefit, we don't give money or money to anyone, then we won't be motivated at all. We won't be able to do it easily. This means that we value the reward. The more effort they put into succeeding, the more certain they are of getting their satisfying reward. All the theories built around the concept of balance, instrumentarity, expectancy are not of hierarchy. It can be up and down. There are only three factors. Keep this in mind. That is why we know it as VIE. V for balance, I for instrumentarity and E for expected. There is nothing new in this. The lower part is more important. That is why I gave you more information. If you want to attend a long-questioned theoretical, you will get a matter. Specifically, Vroom says that an individual's motivation is affected by how much they value and reward associated with their action. What is the balance? The balance is that the reward associated with our action, how much we value it. What is the expectancy? How much they believe that by putting effort into something, they will be able to generate good results. We should have faith that if we put in more effort, if we put in more effort, if we put in more effort, we will be able to pass the result. This means that the result should be achievable. If we give them such a result that is unachievable, then it will be useless. And how much they believe that generating good results will result in a reward. And this belief that if they bring in good results, then they will get the reward. This is the instrumentality. It is important to note that rewards could be intrinsic or extrinsic. Our reward, the reinforcement, the reward can be extrinsic too. Intrinsic means sense of fulfillment, sense of achievement, acclimation, recognition. Or extrinsic means money, promotion, transfer, whatever we want. Okay. Now let's know what is the expectancy. There is no expectancy. Faith is that if we give better effort, then better performance will come. This is it. Expectancy is the faith that better efforts will result in better performance. How much they believe that their additional effort will help them achieve the target results of behaviors. That is, we believe that if we put in additional effort, then we will get good results. And what is important for that? Having the right resources, having the right skills and having the necessary support. What should the management do? Must discover what resources training or supervision employees need. We should give that so that the expectancy is increasing. Instrumentality. Instrumentality is that if we believe that if we work hard, then we will get the reward, the valid outcome, the promise that will be fulfilled. Instrumentality is the faith that if you perform well, then the valid outcome will be there. How much they believe their rewards will actually appear should they achieve the desired outcomes of behaviors. I mean, it shouldn't be like if you perform well, if you achieve this task, then you should be given this and not given that. So, instrumentality will end. So, what should happen? Clear understanding of the relationship between performance and outcome. That is, everyone should be clear that if they perform well, then they will get this outcome. Trust in the people who will take the decisions on who gets what outcome. That is, they should be confident that they will decide what they will get. And transparency of the process that decides what they get, who gets what outcome. And this process should be transparent which will decide who will get what outcome. So, what should the management do? Management must ensure that promises of rewards are fulfilled and that employees are aware of that. So, the management should ensure that the promises that he has made for the reward should be fulfilled and this employee should know from the beginning. That is when he will be motivated. And then, the most important thing is that the reward that we have decided is not significant for us. Do we value it or not? If we don't value it, then all things will be void. It is the importance that the individual places upon the expected outcome. The expected outcome gives us so much importance. How much self-interest is in the reward and what is our emotional orientation towards it. So, it is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. That means, we expect that we should get this. We value the value that we are getting. So, this is the balance. How to use this thing? Before using this thing, we got to know what we have to do for the manager. The balance should be significant for the employee. The employee has the expectation that the results we will be able to see when we make a better effort. So, we should give him a doable and achievable task. And instrumentality means that we must fulfill our promise. These three things can be applied again. And one more thing, that the motivation is equal to balance into expectancy into instrumentality. That is, it is a good and full product. So, if anything is zero, the whole motivation will be zero. If there is no balance, then there is no expectancy. There is no instrumentality. There is no instrumentality. There is no expectancy or balance. There is zero. So, if any of you have zero or more than one, then everything will be zero. So, we should ensure that there are three things. Advantages for motivation and satisfaction. Connection tells us that motivation increases with reward. This is the expectation. It promotes the idea that more effort should lead to increased performance. It is easy. You can read it yourself. It is self-explanatory. You can read it. It focuses on psychological extravagance. It is based on the self-interest individual. This theory helps the manager in looking beyond what Maslow and Herzberg implied. What Herzberg and Herzberg said, it tells the manager to satisfy his employee or motivate him. It is a cognitive theory. It values human dignity. Why? Because the individuals are rational beings. They consciously choose their alternatives. Okay. There are disadvantages. Home theory is difficult to research and apply in practice. It is difficult. It assumes man to be a rational human being. But sometimes we choose unconsciously. It is an important theory but it is complex. It tells us that idealistic quite a few individuals perceive a high degree of correlation between performance and rewards. But many people do not. And application of this theory is limited. It assumes that effort and performance will result in the desired reward. Sometimes it does not. That is the way it is. What are the implications? The managers can correlate the preferred outcomes to the aimed performance levels. It means the implication for the managers is that we have to trust the employee that if you do a good job the performance will improve. You have to trust that the promise you made will be fulfilled. And you have to ensure that what you are going to give will be significant for them. The non significant things will be kept above the reward and the employees will become demotivated. And they do not motivate at all by themselves. Okay. So this is the matter I gave to you to write. I designed interesting dynamic and challenging jobs. Employees' motivation level should be continually assessed. I did not know that the significance of the work has changed. The balance should have changed. Okay. So I have completed one more theory of theories of motivation and this theory is a new theory because it comes under process theories of motivation. It is an important theory too. Vectors, expectancy theory of motivation and also known as VIE theory of motivation. Okay. So thank you and don't forget to like and subscribe my channel Explore Education today.