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Vroom's Expectancy Theory of Motivation centers around what people want and their prospect of getting it (Vroom, 1964). There are three variables in Vroom's motivation theory. They are force, valence, and expectancy. Force describes the amount of effort one will exert to reach one's goal. Valence speaks to the level of attractiveness or unattractiveness of the goal. Valence is graded between +1, an outcome that is highly attractive to the individual, and −1, a highly unattractive goal. A valence of 0 indicates the goal does not interest the individual. Expectancy is the perceived possibility that the goal will be achieved. Expectancy is evaluated between 1 and 0. A score of 1 indicates assurance that the goal will be achieved, and a score of 0 indicates that the individual sees the goal as impossible to achieve. Vroom's theory appears in the form of an equation as Force = Valence × Expectancy. Vroom proposes that this equation can help to predict the motivation of an individual to achieve a goal as negative, neutral, or positive based on the underlying notion that our expectations affect our motivation.

Motivation theories are useful because they help explain why people act the way they do and how a manager can relate to individuals as human beings and workers. When you are interested in creating change, influencing others, and managing patient care outcomes, it is helpful to understand the motivation that is reflected in a person's behavior. Motivation is a critical part of leadership because we need to understand each other to lead effectively. See Table 1.6 for common motivation problems and potential solutions.

Table 1.6 Common Employee Motivation Problems and Potential Solutions

Motivation problems	Potential solutions
Inadequate performance definition (i.e., lack of goals, inadequate job descriptions, inadequate performance standards, inadequate performance assessment)	Well‐defined job descriptionsGoal settingWell‐defined performance standardsClear feedback on performanceImproved employee selectionJob redesign or enrichment
Impediments to performance (i.e., bureaucratic or environmental obstacles, inadequate support or resources, poor employee‐job matching, inadequate job information)	Enhanced Hygiene Maintenance Factors (i.e., safe and clean environment, good salary, future education reimbursement, fringe benefits, job security, good staffing, time off job, good equipment, pay for performance, clear job descriptions, good hiring practices,
Inadequate performance‐reward linkages (i.e., inappropriate or inadequate job rewards, poor timing of rewards, low probability of receiving rewards, inequity in distribution of rewards)	Enhanced job achievement or growth rewards (i.e., increased employee involvement and participation, job redesign or enrichment, career planning, professional development opportunities)Enhanced job esteem or power factors (i.e., job autonomy or personal control, self‐management, modified work schedule, recognition, praise or awards, opportunity to display skills or talents, opportunity to mentor or train others, promotions in rank or position, clear information concerning organization or department, preferred work activities or projects, letters of recommendation, preferred work space)Enhanced affiliation or relatedness factors (i.e., recognized work teams and task groups; opportunities to attend conferences, social activities, and professional nursing, hospital, and community committees and join a Board of Directors)

Source: Compiled with information from Burns, L. R., Bradley, E. H., & Weiner, B. J. (2020). Shortell & Kaluzny’s health care management: Organization design and behavior. 6th ed. Chapter 4: Motivating People). Boston, MA: Cengage Learning. Bradley, E. H., & Weiner, B. J. (2020).