Introduction Vroom from Yale School of Management is credited with the coining of the expectancy theory. Vroom’s expectancy theory argues that people have different personal goals in life. In light of this, the expectancy theory further argues that individuals can only be motivated when their personal expectations are met. This means that there is a positive correlation between an individual’s motivation at work and fulfillment of their expectations in life (DuBrin, 2008). Three key components and relationships in the expectancy theory of motivation Vroom’s expectation theory has three key components which are interrelated. They are vital in terms of management strategies. These three key components are: Valence Valence can be described as the sentimental orientation of an employee with reference to incentives. Valence relates to the profundity of employees’ needs which are either inherent or extrinsic. For instance, an employee’s inherent needs may include endorsement for a higher managerial position, financial rewards and other benefits. Extrinsic needs may include job satisfaction. According to the theory, employees are mostly interested in the results that different ranks of performances are associated with. Therefore, they will always pursue the ranks that come with the greatest rewards (Williams, 2006). Expectancy According to this component, employees have a range of expectations and some levels of confidence in themselves; these relate to their capacity in performing certain tasks. Hence, expectancy is used in relation to the strength of an employee’s conviction about the achievability of a given specific task. In light of this, the expectancy theory posits that top management executives must be aware of the resources, kind of supervision and relevant trainings that employees require to have so as to perform a given task. In order to fulfill the expectancy, there is need for instrumentality (Williams, 2006). Instrumentality According to this, the employees always expect to receive the actual rewards whenever they perform a task to the satisfaction of the company or organization. Employees expect to be rewarded for every excellent performance they undertake. In relation to this, the management of every organization needs to be very instrumental in fulfilling employees’ expectations in relation to job performance (Williams, 2006). Applying expectancy theory to the case of the company in question The situation in the company in question needs to utilize the expectancy theory. The management of the company should apply the assumptions of the theory in finding out the real issues with the employees; it should also apply it in resolving the issues. The company should first realize the importance of valence. The management should appreciate the fact that the company employees have varied sentimental orientations that determine their perceptions about the outcomes of what they do for the company. Employees’ motivation goes past the financial benefits they get. In view of this, the management should ensure that every performance is matched with relevant and fair rewards. This will guarantee the employees the expected rewards and hence boost their motivation and determination at wo