There are three variables that correspond with the expectancy theory. First, attractiveness: the amount of importance that one places on the potential outcome or of the reward that may be achieved while on the job, also take into account the unsatisfied needs of the individual. Second, performance and reward linkage: degree in which the individual thinks that performing at a certain level may lead to the achievement of a preferred outcome. Third, effort and performance linkage: The probability found by the individual that exerting a certain amount of effort might lead to performance. To quote the text, "Whether one has the desire to produce at any given time depends on one's particular goals and one's perception of the relative worth of performance as a path to the attainment of those goals." It is stated that individual effort leads to individual performance, which relates to organization rewards and then to individual goals. How strongly a person feels that they can accomplish the goal set will determine the amount of the person's strength of motivation in order to perform that goal. Then if they achieve their goal, they have to consider if they will be rewarded and if the reward will satisfy their individual goals. In order to understand this better you need to break down the four steps within the theory. First, with what outcomes will the job offer an employee? Outcomes can be positive, which could include pay, security, companionship, fringe benefits, trust, and chance to reach one's full potential. Otherwise the outcomes can be negative, boredom, frustration, anxiety, or harsh supervision, for examples. Next, are these outcomes appealing to an employee? They must value these outcomes as positive, negative, or have no effect. They base these values upon personal attitudes, personality, and needs. For example, if an employee values it positively then they are more attracted to it and will want to achieve their goal and vice versa, while others remain neutral.
