Expectancy Theory of Motivation

Expectancy theory is a main theory for the explanation of how people are motivated. Victor H. Vroom, is one of the leaders that best explain the theory and holds that the main motivation behind reaching a goal for any individual, is a person seeing and experiencing the worth of the goal, believing and witnessing what they are doing will lead to achieving said goal.

“people’s motivation towards doing anything will be determined by the value they place on the outcome of their effort, multiplied by the confidence they have that their efforts will materially aid in achieving a goal” (Koontz, Weihrich, & Weihrich, 2007, p. 293). Essentially, the anticipated worth created the product (motivation) that can then be applied to certain tasks, to achieve an objective. Confidence plays a role in this. The equation Vroom used for this was Force = valence x expectancy.

Force equals the degree of an individual’s motivation, valence is a person’s the degree of preference of an outcome, and expectancy is the likelihood that a specific process will lead to a desired result. Indifference towards a goal lead to zero valence. No desire to achieve the goal leads to negative valence and so forth. A good example of this is learning a second language.

If the person has taken previous classes of that language and has some rudimentary understanding, there is more confidence the person will learn the language, ending with the positive result of learning the language. Add to that if the person has had previous success learning another language, this will further increase motivation.

However, if the person has had no prior experience with any other language, and is using a tool that seems ineffective, the motivation for learning the language will decrease and the end result could be no learning the other language. Research surrounding expectancy theory reveals that the work environment can play a role in how motivated employees are. Employees around the world are motivated to work and perform effectively based on the kind of positive rewards they expect to earn as a result of their performance.

The three factors of the theory are associated and viewed from the perspective of various work-related components such as working environment, amenities and resources (Malini & Washington, 2014, p. 45). If employees have a good rewards program or they are met with great incentives like fair pay and vacation hours, they may be more motivated to produce more, be more productive, and pursue a high standard while attempting to achieve the goals of an organization.

When employees are met with no real benefits and unreliable or unstable work environment or work hours, employees may be less likely to perform to at a high standard or even follow the rules and regulations of the organization. Another article mentions performance-enhancing compensation practices that help increase employee productivity via better accountability. Although it may increase worker motivation, it may also spark unintended, negative consequences. “While productivity increases may occur, these practices can also stimulate an unintended consequence: workplace bullying” (Samnani & Singh, 2014, p. 5).

The researchers rely on examination of expectancy theory and how putting in specific practices such as increased accountability can promote lack of confidence and a lack of belief in positive outcomes. The ‘bullying’ can lead to a negative outcome thanks to the negative feelings produced by the interactions between employees and management. The article highlights the need to assess efficacy of performance-enhancing compensation practices to avoid decreased morale and decreased employee motivation.

Research centered on expectancy theory reveals the need to address confidence in employees in relation to how they feel when treated a certain way. If practices make them have negative expectations, this may decrease overall motivation. If they have positive expectations, are able to build their confidence, it may see an increase in motivation. Expectancy theory can affect the attitudes of employees in relation to their confidence.

Those that support expectancy theory to explain motivation, believe confidence plays a role in the overall desire for an employee to reach organizational goals. Confidence can be manifested in several ways. One way is confidence that the organization values the employee. If the employee receives rewards for their efforts or benefits that the employee enjoys, that employee will feel a higher motivation in performing tasks to a high standard because he or she feels confident that the company values them.

This is why top companies often have a robust rewards program to help keep employees motivated and happy. Work environment and benefits are a key means of improving and increasing motivation. As the previous article suggested, a negative work environment can have a negative impact on employee performance. Another article states leadership style and work environment can work together to create situations like workplace bullying that can seriously curb employee motivation.

“Job demands, leadership and management styles of the supervisor, and interpersonal conflict emerged as the major antecedents of workplace bullying. The victims' inability to adapt to changes was found as a personality factor that stimulated workplace bullying in the presence of other antecedents” (Ciby & Raya, 2014, p. 69). When a leadership style is used that only aims to improve the circumstances of the leader and not the subordinates, employees may end up with lowered expectations while working for the organization.

Servant leadership for example, is a leadership style that aims to promote satisfying the needs of subordinates and working together to accomplish the goals of the organization (Ciby & Raya, 2014). Transactional leadership for example, uses rewards and punishments to motivate and may not be the best solution in terms of promoting a positive work environment and therefore, an environment that increases motivation. The expectancy theory of motivation can be used to promote a work environment that is not only positive but conducive to increasing motivation and therefore productivity in employees.

Ways organizations can incorporate the theory are varied. One way is promoting a healthy workforce by offering incentives to maintain employee health. For instance, companies can give insurance rebates to healthy employees (Sims, 2002). They can offer healthy lunch options when employees are working. Promoting positive leadership styles can promote chances for socialization and help satisfy employee’s social needs. It may also increase confidence in employees that working for the organization will lead to positive outcomes. Not everyone working for an organization or company feels confident.