Expectance Theory, first proposed by Victor H.

Vroom in 1964 defines three main factors

that will determine an individuals level of effort to perform a task (Bartol et al, 2011, p285).
The three factors of expectancy theory are; firstly Effort-Performance whereby the individual
determines the probability by which they expect they can perform the task at hand; secondly
Performance-Outcome where the individual determines what the outcome will be should they
complete the taste and thirdly; Valence which is where the individual determines how much
value they place on the outcome (Isaac et al, 2001) (Bashir et al,2011) (Quick, 1988).
Expectancy Theory can be applied to the current situation at AMPA where the Help Desk is
recovering from the loss Brian to a new employer. Brian was a star employee; he innovated
new technologies, acted as a trouble-shooter on many occasions and successfully managed
the Help Desk staff so that they worked at a maximum level of efficiency. Brians expectancy
to perform was high, he felt more than capable of completing his own work and also of taking
on more work and responsibility by acting as the Help Desk Coordinator in an unofficial
capacity.
Initially Brians expected outcome was an official promotion to the role of Help Desk
Coordinator, his Valence of this outcome was very high. With time it became clear to Brian
that his desired outcome would not be likely as management seemed content to pull Brian
away from his tasks to focus on technical issues and to blame him for managerial errors. As a
result Brians Performance-Outcome Expectancy dwindled away until it was no longer
present. By breaking the chain of Expectancy Theory Brians motivation to stay in his current
position was replaced with a desire to commence work at a new firm where his Performance-
Outcomes would be realisable.
1.2 Other Relevant Motivation Theories
Equity Theory was developed by J Stacey Adams in 1965 to explain how people identify and
react to factors that are perceived as inequitable (Bartol et al, 2011, p288). Equity theory can
be divided in three axioms, which state that 1. People evaluate their position based on a ratio
of input to output; 2. When input and output are not equal it can lead to distress and; 3. People
who are distressed will take action to restore the balance or equity (Hatfield and Huseman,
1990). Equity theory is relevant to the current situation at AMPA, as the resignation of Brian
can be seen to be a direct step to restore equity to his work life. Brian was often fulfilling the
role of Help Desk Coordinator without being formally recognised and promoted to the role,
therefore leading to a feeling of distress upon comparing his input and output at AMPA and
finding an inequity, Brians acceptance of a more senior role at another firm was his action to
restore equity to his working life.