have you ever found that someone who should be motivated in a situation isn't if you have if you've ever wondered what's going on and then one of the most valuable models for you is going to be Victor vroom z-- expectancy theory it arguably is one of the least understood and most valuable models for any manager in the field of motivation and that's what we'll look at in this video Victor runes expectancy theory of motivation is probably less well known and it should be because he expressed it in mathematical terms he wrote an equation for it and people don't like equation so I I'm not going to give you an equation to at the very end of this video by then you'll already understand the theory and the equation we'll just complete the picture for you to help you understand the theory I'm going to consider a very simple example I have a car I want to clean it but I'm not gonna do it myself because I've got four children and any one of them could clean it for me and each of them could do a good job so I go to my older son and I ask my oldest son if he will clean the car I promised him a great reward if he does but he says and no I don't think I want to clean the car for you because every time I've cleaned the car for you in the past you've always found fault with the work I've done you've never been happy with it it always just gets me frustrated so ask someone else what's going on why doesn't my son what's going on why doesn't my son once clean the car well Victor vroom would have described this in terms of expectancy my son doesn't expect that if he puts in the work he will get the outcome for which he would be rewarded if expectancy is low then so is motivation so I go to my older daughter and I ask her if she wants to clean the car promising her a great reward if she does well dad who says every time I clean the car I do a good job and you always appreciate the work I've done but here's the thing you always promised to get me a present and you always seem to forget so you know what I don't think I want to do it ask someone else now what's going on with my older daughter isn't about expectancy she expects that if she puts in the work she will get the result if the problem is what room would describe as instrumentality my older daughter doesn't believe that getting the result that's required will be instrumental in her receiving the reward if instrumentality is low then so is motivation it's like a chain expectancy has to be strong and so does instrumentality if either link in the chain is weak then so will motivation be so let's go to my younger son I asked him if he wants to clean the car and he says well dad every time I do the work I get a great result and you're always happy with it and whenever I do a good job you always buy me the present you promise the thing is that there is nothing I particularly want at the moment what I really want to do is spend some time with my friends so the first two links in the chain from my younger son are complete he does the work he gets the result high level of expectancy he also believes that if he gets the result it will be instrumental in him achieving the reward that is promised so that's high instrumentality but the problem for him is what Victor vroom would call the valence the satisfaction that he will feel at receiving the reward for him either the value of the reward is too low or even if I'm offering an extravagant reward for doing the work it will not satisfy him enough if the valence is low the perceived satisfaction with the reward that is promised is too low then so is motivation three links in the chain all have to be complete and that's Rooms model of motivation it doesn't tell us anything about what motivates us it tells us about how that chain of motivation works the chain runs from effort so performance outcome the satisfaction or the value we feel in the reward we get and if any link in that chain is weak then so is motivation and we can represent that as bits of room did as a simple equation the motivation that we feel it's the expectancy times the instrumentality times the valence and simple math tells us that if any of those terms is too low then motivation will be low and if any of those terms is zero then there will be no motivation so how does this help us as managers it helps us as managers because firstly we have to set work that our team members and colleagues believe is possible they have to believe that with the resources they have the skills and knowledge that time you've allocated they can do the work and achieve the results that is expected of them if they don't believe that I have low expectancy secondly they have to believe that if you make some promise of rewards or if your organization makes a promise a reward that they will actually receive that reward and how many times have we encountered organizations that promise pay rises or bonuses and don't fulfill on those promises and of course that poisons motivation down the line because of instrumentality and thirdly as a manager if you are going to motivate me to do something you have to make me an offer of a reward that will give me a sense of satisfaction will have a high valence if I don't anticipate being pleased by the reward then I won't be motivated that's the chain of motivation that is a fictive Rooms expectancy model of motivation please give us a thumbs up if you liked this video there's lots more great management courses content to come so please subscribe to our channel and hit the belt to make sure you don't miss any back content I'll see you in the next video and in the meantime keep learning