What Does a Behavioral Scientist Do?

Victor H. Vroom, a well-known psychologist and behavioral scientist, the founder of expectation theory, is one of the most influential scientists in the international management field. In the early years, he obtained a bachelor's degree and a master's degree from McGill University in Canada, and a doctorate degree from the University of Michigan in the United States. He has taught at the University of Pennsylvania and Carnegie-Mellon University, and has long been a Professor of Psychology and Professor of Psychology in Yale University's Johnsell Management Science. Former Chairman of the American Management Association (AOM) and President of the American Society of Industrial and Organizational Psychology (STOP). Professor Victor Frome received the Scientific Excellence Award from the American Institute of Industrial and Organizational Psychology in 1998 and the Scientific Excellence Award from the American Management Association in 2004. He is one of the most influential scientists in the international management community.

Victor Frome

Professor Frome has done for most of the Global 500 companies

Fromm's contribution to the development of management thought is mainly in two aspects: one is to deeply study the individual's incentives and motivations in the organization, and first to put forward a more complete expectation theory model; From the perspective, the decision-making methods or leadership styles are divided into three categories and five types. A tree structure is designed to determine which decision-making method should be adopted through 7 levels according to subjective and objective conditions, especially environmental factors. Judge selection model. Fromm's two most important books, Work and Motivation (1964) and Leadership and Decision Making (1973), expound expectations theory models and leadership norm models, respectively. Fromm s theory of expectations is based on the fact that people are able to perform certain tasks and achieve organizational goals because these tasks and organizational goals will help them achieve their goals and meet their own needs. Fromm believes that the motivation or motivation of people to take an action depends on their value evaluation of the outcome of the action and the estimation of the likelihood of achieving that outcome. In other words, the amount of motivation depends on the total expected value that the action can achieve and lead to a certain result multiplied by the expected probability that he thinks that the goal will be achieved and a certain result achieved. Can be expressed as:

M = V x E

Among them: M-motivational force, is the driving force that directly promotes or causes people to take a certain action. This refers to the intensity of mobilizing one's enthusiasm and stimulating one's potential.

Vtarget valence, refers to the value of meeting the individual's needs after achieving the goal, and it reflects the degree of personal attention and desire for a certain result or reward;

EExpected value, which refers to the subjective judgment based on past experience, the probability of achieving the goal and leading to a certain result, is the individual's estimation and judgment of the possibility or probability of a certain result leading to a certain result;

Obviously, only when people have a high level of potency and expectations for the results of an action can they generate strong incentives. Fromm's expectation theory dialectically proposes that three aspects of the relationship should be dealt with when motivating, and these are the three conditions for motivating people to work. First, the relationship between effort and performance. People always hope to achieve the desired goal through a certain amount of effort. If the subjective opinion of the individual that the probability of reaching the goal is high, they will have confidence and stimulate a strong work force. Conversely, if he thinks that the goal is too high, it will not be achieved through hard work When there is good performance, the inherent motivation is lost, leading to negative work. Second, the relationship between performance and reward. People always hope to get rewards after getting results. Of course, this reward is also comprehensive, including both material and spiritual. If he thinks that a reasonable reward can be obtained after achieving performance, there may be enthusiasm for work, otherwise there may be no motivation; third, the relationship between reward and meeting personal needs. People always hope that the rewards they receive can meet their needs in some way. However, due to differences in age, gender, seniority, social status, and economic conditions, the degree to which various needs and requirements are met is different. Therefore, for different people, using the same reward method can meet different needs, and the motivation to work will be different. The application of the expectation theory is mainly reflected in incentives. This suggests that managers should not use general incentives in general, but should adopt the incentives that most members of the organization consider the most effective, and should set as much as possible when setting an incentive goal. Increase the comprehensive value of its potency and increase the potency difference between the organization's expected and undesired behavior. In the process of motivation, it is also necessary to appropriately control the expected probability and the actual probability, and to strengthen the guidance of the expected psychology. If the expected probability is too large, it is easy to cause frustration. If the expected probability is too small, it will reduce the motivation. The actual probability should benefit most people.