Expectancy Theory: A Comprehensive Literature Review for Motivation

This literature review provides an understanding of the expectancy theory and its related aspects within an organizational context. It highlights the significance of employee motivation and expectancy in achieving organizational efficiency, as supported by various studies. The review emphasizes the interconnectedness of individual efforts, performance, organizational rewards, and personal goals, as crucial components of the expectancy theory. It further discusses the role of managers in setting expectations and the importance of aligning employee performance with organizational rewards. The review also touches upon the concepts of valence, instrumentality, and the impact of positive and negative approaches on employee motivation and behavior, concluding that the expectancy theory remains a valuable framework for motivating employees in organizations.

Running head: LITERAURE REVIEW
Literature Review
Name of the Student
Name of the University
Author Note

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Introduction
The purpose of the following essay is to develop an understanding on the expectancy
theory and the aspects that are inter-related with the topic. The organizational aspects will be
reviewed through the lens of the literature review for the topic. This has been one of the widely
discussed aspects for the organizational efficiency.
Literature Review
According to Parijat & Bagga (2014), the expectancy theory is believed to be one of the
strongest pillars for the success of the organizations. The organizations rely on the motivation
and expectancy of the employees in their operations. This becomes as a boon as the employees
always give their best efforts when they are satisfied with their work and the culture of the
organization (Lazaroiu, 2015). Through the expectancy theory, one would find the way to
motivation for the employees by a particular type of motivation. As per the critics, the
expectancy theory depends on some of the important aspects like the individual efforts,
individual performance, organizational rewards and personal goals for the employees (Parijat &
Bagga, 2014). These quadrants are very much interlinked with each other. The managers of the
organizations always look for the best performance from the employees. So, it is very much
significant to put up the best performance to meet the expectancy from the managers (Parijat &
Bagga, 2014).
In the words of Renko, Kroeck & Bullough (2012), the organizations will give the
responsibilities to the employees on how they will cope up with the difficulties and complete
their tasks. However, the employees must improve their level of performance for the favorable
outcomes in regards to the organization. There is a great connection between the performance

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and the rewards. If the employees give their best performance and meet the expectations of the
company, they are rewarded highly apart from their wages. They are given the incentives and the
critical acclaim from the higher management (Ankli & Palliam, 2012)
If the employees highly positive in their approach the expectancy will be high as well.
This is proportionate if the approach is low (Purvis, Zagenczyk & McCray, 2015). Vroom had
set the standards of the expectancy through the theory and said that the two important
components are expectancy and instrumentality. The avoidance is also a negative aspect of the
motivation. If the valence is highly negative for the employees the outcomes will lead to the
avoidance as well. The critics have discussed it over and over again (Ankli & Palliam, 2012).
Finally they have come to the solution behavior of the employees will also be decided by the
perception of motivation. The strong and positive personal goals of the employees will surely be
useful for the benefit of the organizations. All these things will motivate the employees strongly
(Renko, Kroeck & Bullough, 2012).
Conclusion
As per the above discussion, the literature review can be concluded by saying that
expectancy theory by Vroom has really been an effective theory for the motivation of the
employees. The employees would be highly benefitted by the implementation of this theory in
the organizational context.

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References
Ankli, R. E., & Palliam, R. (2012). Enabling a motivated workforce: exploring the sources of
motivation. Development and Learning in Organizations: An International
Journal, 26(2), 7-10.
Lazaroiu, G. (2015). Work motivation and organizational behavior. Contemporary Readings in
Law and Social Justice, 7(2), 66.
Parijat, P., & Bagga, S. (2014). Victor Vroom’s expectancy theory of motivation–An
evaluation. International Research Journal of Business and Management, 7(9), 1-8.
Purvis, R. L., Zagenczyk, T. J., & McCray, G. E. (2015). What's in it for me? Using expectancy
theory and climate to explain stakeholder participation, its direction and
intensity. International Journal of Project Management, 33(1), 3-14.
Renko, M., Kroeck, K. G., & Bullough, A. (2012). Expectancy theory and nascent
entrepreneurship. Small Business Economics, 39(3), 667-684.