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We have already discussed the strength of needs. What additional factors affect the strength of needs? Victor Vroom has suggested an approach in his expectancy theory of motivation that attempts to answer this question. Furthermore, his theory is consistent with our previous assertion that felt needs cause human behavior.

In simplified form, felt needs cause behavior, and this motivated behavior in a work setting is increased if a person perceives a positive relationship between effort and performance. Motivated behavior is further increased if there is a positive relationship between good performance and outcomes or rewards, particularly if the outcomes or rewards are valued. Thus, there are three relationships that enhance motivated behavior: a positive relationship between effort and performance, a positive relationship between good performance and rewards, and the delivery or achievement of valued outcomes or rewards. Let's look at an example. A new manager perceives that a 60-hour workweek is vital to good job performance. Further, the manager also perceives that good job performance will probably result in an early promotion that carries with it a badly needed 10 percent raise. If this sequence of events happens, the manager's willingness to work hard and confidence in the behavior pattern will be reinforced. "Success breeds success!" However, should one or more steps in the sequence be proven wrong for example, performance does not improve, promotion is denied, or pay raise falls short of expectations-motivation, willingness, and confidence will decline.
This linkage between effort and performance and between performance and valued outcomes is important not only to our understanding of motivation but also to our understanding of a number of leadership theories, especially the Path-Goal Theory.
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