[4] Expectancy theory has three components: Expectancy is the belief that one's effort (E) will result in attainment of desired performance (P) goals, usually based on an individual's past experience, self-confidence (self efficacy), and the perceived difficulty of the performance standard or goal.
This reward may present itself in the form of a pay increase, promotion, recognition or sense of accomplishment.
[6] Influential factors include one's values, needs, goals, preferences and sources that strengthen their motivation for a particular outcome.
Expectancy and instrumentality are attitudes (cognitions), whereas valence is rooted in an individual's value system.
Examples of valued outcomes in the workplace include, pay increases and bonuses, promotions, time off, new assignments, recognition, etc.
[2] Expectancy Theory, though well known in work motivation literature, is not as familiar to scholars or practitioners outside that field.
Lori Baker-Eveleth and Robert Stone, University of Idaho in 2008 conducted an empirical study on 154 faculty members' reactions to the use of new software.
The self-efficacy theory can be applied to predicting and perceiving an employee's belief for computer use.
[13] Other constructs of the self-efficacy theory that impact attitudes and intentions to perform are: Jere Brophy and Thomas Good[14][15] provided a comprehensive model of how teacher expectations could influence children's achievement.
This process will ultimately affect student achievement so that teachers' initial expectancies are confirmed.
[17] In discussing work related to this model, Brophy made several important observations about teacher expectation effects.
Second, he pointed out that various situational and individual difference factors influence the extent to which teacher expectations will act as self-fulfilling prophecies.
In the upper elementary grades more whole-class teaching methods are used, which may minimize expectation effects.
[16] Some evidence supports this claim; expectancy effects in Rosenthal and Jacobson's study were strongest during the earlier grades.
Similarly, a promotion that provides higher status but requires longer hours may be a deterrent to an employee who values evening and weekend time with their children.
As an additional example, if a person in the armed forces or security agencies is promoted, there is the possibility that he or she will be transferred to other locations.
McFillen[23] found that expectancy theory could explain the motivation of those individuals who were employed by the construction industry.
In the chapter entitled "On the Origins of Expectancy Theory" published in Great Minds in Management by Ken G. Smith and Michael A. Hitt, Vroom himself agreed with some of these criticisms and stated that he felt that the theory should be expanded to include research conducted since the original publication of his book.