The question of what exactly motivates people in an organizational

enviornment, like a job, has spawned a number of diferent theories. Theories of

this sort attempt to explain one ingredient in the determination of individual
performance. n !"#$, %.&. %room entertained the notion that people choose
particular courses of action based on their perceptions, attitudes, skills,
knowledge, experience, personality, abilities and belief structure. This choice,
%room states, is a consequence of a desire to avoid pain and maximize pleasure.
'xpectancy theory consists of ( key components)
Expectancy * 'mployees must believe their efort can and will get
them to a desired performance goal.
Instrumentality * 'mployees must believe that they will actually get
a valued reward
if a performance goal is met.
Valance - The value of a reward according to the individual. +ut
simply, it,s got
to be worth it to each employee to put the efort in to meet a
performance goal
-nstitute for .anufacturing, /.0.1.
'xpectancy theory places its emphasis on an individuals perception of
their environment and their interactions that arise as a consequence of their
personal expectations, assuming individuals are rational people whose
aforementioned beliefs, attitudes and perceptions in2uence their behavior. 3nd
rather than attempting to explain the 4what5 it is that motivates people,
expectancy theory seeks an explanation of the process people go through to
motivate themselves to achieve the end or value they desire. n short,
expectancy theory states the desire to satisfy a need or obtain a reward must be
strong enough to make the efort worthwhile to increase performance. 'xpressed
as an equation, .otivational 6orce -.61 7 'xpectancy x nstrumentality x %alance
-8choll, /.0.1.

n this sceanario, it is obvious that 8upervisor 3,s suboordinates do not
feel they have a vested interest in meeting the performace goals of the company
for a number of reasons. 9iven that some employee,s do not appear to be putting
forth the efort to master the new process, this company, intially via 8upervisor :,
must determine whether or not these suboordinates want to be successful with
this company or not and if so, what they need in order to do so and immediately
provide the necessary resources, training and;or supervision to get there
-expectancy1.
:ecause talk is cheap, this company must follow through on any
statements of intent with visable and concrete acts -instrumentality1. t must <nd
out what it is its suboordinates value most, be it a larger bonus, time of, or more
training -valance1. This company should directly link the performance goals it
desires to the speci<c rewards desired by its individual suboordinates and deliver
them when those goals are met or exceeded.
:ibliography
=ivera, T.. ->?!$1, 'xpectancy Theory
=etrieved #;>$;!$ from)
https);;wikispaces.psu.edu;display;+8@A&$B$;$.C'xpectancyCTheory
8choll, =.D. -/.0.1 .otivation) 'xpectancy Theory
=etrieved #;>$;!$ from)
http);;www.uri.edu;research;lrc;scholl;webnotes;.otivationE'xpectancy.htm
nstitute for .anufacturing, -/.01, %room,s 'xpectancy Theory
=etreived #;>$;!$ from) http);;www.ifm.eng.cam.ac.uk;research;dstools;vroomsF
expectancyFtheory;Vroom's expectancy theory
p://www.uri.edu/research/lrc/scholl/webnotes/Motivation_Expectancy.htmIVAI!":
E#$E%A"%& 'E!(&