Vroom’s expectancy theory suggests that one will choose to act in a particular way (Schunk & Meece, 2012). This is because people chose to behave in a specific way expecting that the outcome of such behavior is favorable to their course. Thus, individuals are motivated because they are able to make choices that, in their opinion, will bring out the best results in their day-to-day activities.
This theory, when effectively applied, would motivate the behavioral factors in the nursing industry (Holdford & Lovelace-Elmore, 2001). Employees get self-motivated as they are assured that the management will recognize their effort at the workplace by appreciate their contributions. As a result, the nurses work as expected. With such a state of affairs, most stakeholders and, in particular, patients derive higher levels of satisfaction out of the care they receive. Satisfied patients give encouraging reviews, which help during the appraisal process. This aspect is critical since it might push employees to follow ethical requirements while delivering their services. For example, a nurse will not only pass the prescriptions but will also offer advice on what to do outside the medical precincts.
Hence, Vroom’s expectancy theory emphasizes on the ability of a nurse to do what is right with the anticipation that good behavior is rewarded. Provision of rewards makes employees compete towards achieving the best. The incentive working conditions would persuade nurses to work early rather than on-time, and leave late with the expectation that the extra effort will be rewarded. There are awards such as Employee of the year that employees will work hard to attain.
Therefore, if the theory would be successfully implemented, the nurses attain maximum satisfaction from the activities they carry out. It is their pleasure to work as performance is associated with rewards, an aspect that equates to the satisfaction for everyone in nursing organizations.