According to expectancy theory, what do employees need to feel they can maximize their performance?

In the context of expectancy theory, the belief that employees need a decent chance their efforts will lead to valued outcomes is foundational. Expectancy theory, proposed by Victor Vroom, posits that motivation is determined by the expectation that one’s efforts will lead to performance (expectancy), that this performance will lead to desired outcomes or rewards (instrumentality), and that these rewards are valued by the individual.

Employees are motivated to put forth their best efforts when they believe there is a clear connection between their actions and the outcomes they desire. This means that when employees perceive that their hard work and commitment will likely yield meaningful rewards—such as recognition, promotions, or increased responsibility—they are more likely to be engaged and perform at their highest levels.

While elements like raises, feedback from peers, or work-life balance can contribute to overall job satisfaction and performance, they do not directly address the core expectation that performance will lead to specific, valued outcomes. Therefore, the need for a decent chance that their efforts will lead to valued outcomes is essential for maximizing performance according to expectancy theory.