In the expectancy theory of motivation, Victor Vroom holds that behavior results from conscious choices among alternatives,

to maximize
pleasure and minimize pain. The key factors influencing choices are expectancy, instrumentality, and valence, with each factor representing a
belief.

Victor Vroom’s Expectancy Theory model bases itself on the premise that employees perform to the level that they believe maximize their
overall best interests. The theory holds a positive correlation between efforts and performance if favorable performance results in a desirable
reward, the reward satisfies an important need, and the desire to satisfy the need remains strong enough to drive performance. \

Expectancy

Expectancy or subjective probability refers to the expectations and confidence of employees regarding their ability to perform a task, or the
strength of an employee’s belief on the accomplishment of a task.

Expectancy ranges from a probability of 0.0 to 1.0, with 0.0 implying the employee remaining convinced that the job cannot be done, and 1.0
indicating full confidence in accomplishment of the task.

The factors that drive expectancy include:

 basic skills required for the task

 support expected from superiors and subordinates
 availability of required tools and equipments
 availability of pertinent information
 history of success or failure in attempting the task

Instrumentality

Instrumentality is belief linked to outcome, or the perception of whether one will actually get the desired results on accomplishment of the
task. Employees, for instance, link their high level of performance to the reward, and remain motivated to perform to achieve the reward. The
higher the probability of securing the desired reward, the higher the effort put in by the employee.

Factors that affect instrumentality include:

 rules of performance and reward

 transparency in the process governing performance appraisals and rewards
 trust in the people who promise reward for performance
 ability of people who reward to deliver the promised rewards

Valence

Valence refers to the emotional orientations of people regarding the outcomes or rewards, or the level of satisfaction people expect to get
from the outcome, as opposed to the actual satisfaction they get after attaining the reward. The primary motivator to undertake a task is not
any reward, but the reward that the person holds high or wants.

An outcome shows positive valence if the employee prefers having the specified reward to not having it. Two such positive rewards are
extrinsic rewards such as pay, recognition, and the like, and intrinsic rewards such as satisfaction, time off and the like. Such rewards motivate
employees the most.

The outcome shows negative valence if the employee prefers to avoid such outcomes. Such outcomes act as a deterrent rather than a
motivator. Examples of such outcomes include fatigue, stress, lay-offs and the like.

Outcomes to which the employees remain indifferent are zero valence and fail to motivate the employee.

Synthesis

In the expectancy theory of motivation, Victor Vroom suggests that organizations looking to motivate employees need to ensure that all three
factors: Expectancy, Instrumentality and Valence remain positive or high. Even achieving two out of these three factors do not motivate the
employee.
For instance, many organizations have responded to political changes to human resource management by instituting performance related pay
to motivate employees. This usually does not achieve the desired results as this takes care of only the instrumentality. A person who values
time-off, for instance may not remain motivated to undertake a task for more money, and a person who feels he does not have the support or
cooperation of colleagues to perform the tasks will remain not motivated despite the monetary attraction on the offer.

Vroom's expectancy theory further holds that even if the employer provides everything necessary to motivate the employee, the employee still
may not be motivated unless he or she perceives that the employer has provided what is needed.

Application

Victor Vroom's expectancy theory model finds application to drive employee productivity through motivation. The management of the
enterprise can link positive valence of the employee to high performance, and ensure that the connection is communicated to employees.

The management, through various measures such as psychological testing or counseling, can understand whether the employee prefers
intrinsic rewards or extrinsic rewards, and tailor the remuneration likewise. To secure expectation, management can identify the resources,
training, or supervision required. Finally, management needs to not just ensure that promises of rewards are fulfilled but also to make sure
employees remain aware of this. This requires a change in the corporate culture to better communications and transparency.

Vroom's expectancy theory

...assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and minimize pain.
Together with Edward Lawler and Lyman Porter, 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. Vroom realized that an employee's performance is based on individuals factors
such as personality, skills, knowledge, experience and abilities.
The theory suggests that although individuals may have different sets of goals, they can be motivated if they believe that:
 There is a positive correlation between efforts and performance,
 Favorable performance will result in a desirable reward,
 The rewardwill satisfy an important need,
 The desire to satisfy the need is strong enough to make the effort worthwhile.
The theory is based upon the following beliefs:

Valence
Valence refers to the emotional orientations people hold with respect to outcomes [rewards]. The depth of the want of an employee for
extrinsic [money, promotion, time-off, benefits] or intrinsic [satisfaction] rewards). Management must discover what employees value.

Expectancy
Employees have different expectations and levels of confidence about what they are capable of doing. Management must discover what
resources, training, or supervision employees need.

Instrumentality
The perception of employees as to whether they will actually get what they desire even if it has been promised by a manager. Management
must ensure that promises of rewards are fulfilled and that employees are aware of that.
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact psychologically to create a motivational
force such that the employee acts in ways that bring pleasure and avoid pain.