One of the most widely accepted explanations of motivation is Victor Vroom’s expectancy theory. Although it has critics, most evidence supports the theory. Expectancy theory argues that the strength of our tendency to act a certain way depends on the strength of our expectation of a given outcome and its attractiveness. The theory therefore focuses on three relationships. Expectancy: the effort–performance relationship. The probability perceived by the individual that exerting a given amount of effort will lead to performance.

Instrumentality: the performance–reward relationship. The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome. Valence: the rewards–personal goals relationship. The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual. Expectancy theory helps explain why a lot of workers aren’t motivated on their jobs and do only the minimum necessary to get by.

If I give maximum effort, will it be recognized in my performance appraisal? People will be motivated only if they perceive a link between their effort and their performance. If I get a good performance appraisal, will it lead to organizational rewards? Many organizations reward things besides performance, like seniority. If I’m rewarded, are the rewards attractive to me? Unfortunately, many managers are limited in the rewards they can distribute, which makes it difficult to tailor rewards to individual employee needs.