In essence, valence is the importance linked with an individual on the expected result (Steele, 2011).This expectation is not the satisfaction that employees expect to receive after achieving the goals: it is seen in Haier through recognition. Expectancy is the faith that best efforts will result in better performance. This is the driving force in Haier by expecting employees and managers to perform better (Harold & Heinz, 2006). This is affected by factors such as possession of appropriate skills for the job, the availability of the right resources, and availability of the required information to perform the required tasks. This theory focuses on the relationship between effort, performance and reward (Raiffa, 1982). Organizational Culture at Haier

The case study expectancy theory is evident from Haier's Case since employees have the desire to work hard for the company's success

br /> The motivation that employees elucidate is directly linked to the theory

In the quest to uphold quality, employees under the leadership of the new CEO destroyed over 75 defective refrigerators

As seen in (p.288), the theory had helped Haier avoid two problems that had traditionally characterized Chinese organizations: hierarchy and interpersonal networks

The culture follows the motivational orientation aimed at inspiring employees to perform better.

The 7S model as postulated by McKinsey is evident in the company.

Haier's success is tied to its Strategy, structure, systems, skills, style and staff as shown in the case study.

The management appreciates all aspects that enhance employee performance through motivation

The case study expectancy theory is evident from Haier's Case since employees have the desire