This exercise places the elements of expectancy theory in order, then identifies activities linked to each of the elements. The behaviors will relate both to the feelings and perceptions of the workers and the related actions of managers seeking to improve worker motivation.

Even with the best strategy in place and an appropriate organizational structure, an organization will be effective only if its members are motivated to perform at a high level. There are many theories of what motivates people to perform at high levels and how motivation works. One of the most popular process theories is Expectancy Theory. This is a multiplicative theory. The level of motivation is determined by factors that are multiplied by each other, not added to each other. As a result, if any factor is zero, there is zero motivation to perform. If any factor is low, it lessens the motivation level. This theory also shows supervisors where they can act to improve motivation: they can increase the belief that working hard will indeed lead to a desired level of performance; they can improve employees' beliefs that promised rewards will, indeed, be given when a specified level of performance is reached; and they can ensure that the rewards they offer are valuable to employees.