Developed by Victor Vroom in 1964 the expectancy theory seeks to define employee and work motivation by using different criteria. According to Vroom’s theory, employees are motivated by three factors: Valence, Instrumentality, and Expectancy (Van Eerde, 1996). Each one of those factors has a causal relationship: effort-performance, performance-reward and reward-personal goals. I will seek to define the components for the model and their associated relationship (Robbins, 2007).
Vroom conveyed valence as the emotional orientations which people hold with respect to outcomes (Van Eerde, 1996). Simply put it is how important it is for the individual to complete the task at hand and what the value of the task’s outcome to the individual performing it. The reward for completing the task can be extrinsic such as a bonus, a promotion or more time off or the reward can be intrinsic such as learning a new language because you simply enjoy learning. If the reward for being successful in the task such as completing your degree then it is worth more than not completing it, the valence is positive. If the person would rather avoid the outcome such as missing a project deadline, the valence is considered negative.
Expectancy is presented by Vroom as the person’s internal belief or will that a person can complete a project or task (Van Eerde, 1996). This is highlighted clearly when a person does not believe they have the skills to complete a task. If they don’t believe they have the ability to complete the task, they will put forth less effort therefore they are not motivated because they believe they have little chance of success. If a person is in-charge of setting up a large test lab yet doesn’t believe the skills to complete it successfully, they will have a negative expectancy. Opposed to that if a person has successfully setup a test lab before, they have the expectation