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3
Process theories of motivation 
Process theories 
of motivation help managers to understand the dynamics of employees' decisions about 
what rewards are worth going for. 
3.1 Vroom's expectancy theory 
Expectancy theory
basically states that the strength of an individual's motivation to do something will 
depend on the extent to which they expect the results of their efforts to contribute to their personal 
needs or goals. 
Victor Vroom (1964)
 
stated a formula by which human motivation could be assessed and measured. He 
suggested that the strength of an individual's motivation is the product of two factors. 
(a) 
The strength of their 
preference
for a certain outcome. Vroom called this 
valence
: it can be 
represented as a positive or negative number, or zero – since outcomes may be desired, avoided 
or regarded with indifference. 
(b) His 
expectation
that the outcome will in fact result from a certain behaviour. Vroom called this 
'subjective probability' or 
expectancy
.
 
As a probability, it may be represented by any number 
between 0 (no chance) and 1 (certainty). 
In its simplest form, the expectancy equation may be stated as: 
F = V 

E 
where: 
F = the force or strength of the individual's motivation to behave in a particular way 
V = valence: the strength of the individual preference for a given outcome or reward 
E = expectancy: the individual's perception that the behaviour will result in the outcome/ 
reward 
In this equation, the lower the values of valence or expectancy, the less the motivation. An employee 
may have a high expectation that increased productivity will result in promotion (because of managerial 
promises, say), but if they are indifferent or negative towards the idea of promotion (because they dislike 
responsibility), they will not be motivated to increase their productivity. Likewise, if promotion is very 
important to them – but they do not believe higher productivity will get them promoted (because they 
have been passed over before, perhaps), their motivation will be low.