Editing Expectancy theory (section)

===Management===
Victor Vroom's expectancy theory is one such [[management theory]] focused on motivation. According to Holdford and Lovelace-Elmore, Vroom asserts, "intensity of work effort depends on the perception that an individual's effort will result in a desired outcome".<ref>{{cite journal |last1=Holdford |first1=DA |last2=Lovelace-Elmore |first2=B |title=Applying the principles of human motivation to pharmaceutical education |journal=Journal of Pharmacy Teaching |year=2001 |volume=8 |issue=4 |page=8 |doi=10.3109/J060v08n04_01 |doi-broken-date=1 November 2024 }}
</ref>

In order to enhance the performance-outcome tie, managers should use systems that tie rewards very closely to performance. Managers also need to ensure that the rewards provided are deserved and wanted by the recipients.<ref name="Montana, Patrick J 2008">{{cite book |last1=Montana |first1=Patrick J |last2=Charnov |first2=Bruce H |title=Management |edition=4th |year=2008 |publisher=Barron's Educational Series, Inc. |isbn=978-0-7641-3931-4}}</ref> In order to improve the effort-performance tie, managers should engage in training to improve their capabilities and improve their belief that added effort will in fact lead to better performance.<ref name="Montana, Patrick J 2008"/>
* Emphasizes [[Self|self-interest]] in the alignment of rewards with employee's wants.
* Emphasizes the connections among expected behaviors, rewards and organizational goals

Expectancy Theory, though well known in work motivation literature, is not as familiar to scholars or practitioners outside that field.