Expectancy theory was introduced by Victor Vroom of Yale School of Management in 1964. The theory offers an insight into the process of decision-making rather than exploring what motivates a person to make a certain decision. According to this theory, a choice of a particular manner of behavior by a person depends on the strength of the expectation of a particular outcome and on the desirability of the outcome. The theory relies on the following key elements: expectancy, instrumentality and valence.
Expectancy signifies a perceived direct connection between effort and a given level of performance by a person. A person believes that, considering his/her confidence of his/her abilities and relevant past experience his/her effort will result in the desired performance. An example of this element of expectancy theory would be: If I work harder than everyone else, will I be able to answer better in class?
Furthermore, instrumentality as an important component of this theory refers to the perceived performance-reward correlation. In other words, a person reckons that if he/she performs well, he or she will receive a greater reward (e.g. If I answer better than everyone else in class, will I get higher grades?).
Last of all, valence is the intensity of a person’s preference for a particular reward (Lunenburg, 2011). To set an example of a valence component, one would ask themselves whether higher grades are what they want in life right now; whether high grades in class are worth the effort, etc.
To conclude, in accordance with the expectancy theory people can be motivated if they believe that: sufficient efforts can ensure a good performance; good performance will result in a desirable reward; the reward corresponds to the goals, needs and values of a person (Vroom, 1964).
References
Lunenburg, Fred C. (2001). Expectancy Theory of Motivation: Motivating by Altering Expectations. International Journal of Management, Business and Administration, 15, 3.
Vroom, V. H. (1964). Work and motivation. San Francisco, CA: …