The Science of Motivation (and Why Nonprofits Fail Miserably)

Motivating a team, any team, is tough, which is why the most successful athletic coaches who excel at it are paid so obscenely. In the nonprofit world, it can feel like a never-ending challenge to motivate employees—especially when resources are paper-thin, the workload is heavy, and burnout is abundant.

But that doesn’t mean the task is impossible. Expectancy Theory is a simple yet powerful concept that explains why people are (or aren’t) motivated. When applied in the right ways to nonprofit organizations, it can be a game changer for boosting motivation.

What is Expectancy Theory?

Let’s break it down. Expectancy Theory, created by professor and Organizational Behavior researcher Victor Vroom in the 1960s, says people are motivated when they believe their effort will lead to good performance and that good performance will lead to rewards. But… these rewards have to be things that people want.

Sounds simple, right? The problem is that nonprofits often get this wrong, and here’s why. The fail with one (or more) of the essential components:

1. Expectancy – People need to believe their hard work will lead to success.
2. Instrumentality – They need to trust that success will bring rewards.
3. Valence – The reward needs to be something they value.

When any of these pieces are missing, motivation breaks down. Unfortunately, this happens all too often in nonprofit organizations, where clear paths to success and rewarding outcomes can be fuzzy. But it doesn’t have to be that way!

Why Nonprofits Often Fail at Motivation

Nonprofits tend to attract people who care deeply about the mission, but passion alone isn’t always enough to keep people going and motivate employees. But... while satisfaction with the work itself can be a motivating factor, that alone isn’t good enough.

When employees or volunteers don’t feel like their efforts are paying off (Expectancy), aren’t recognized for their achievements (Instrumentality), or don’t value the rewards they’re offered (Valence), their motivation drops. Here’s where things can go wrong:

• Role Ambiguity: Many nonprofits operate in chaotic environments where staff and volunteers wear multiple hats. If people don’t know what success looks like in their role, it’s hard for them to believe their effort will lead to results. This weakens the expectancy component of the theory.
• Lack of Recognition: Nonprofits often can’t afford big bonuses or raises, but rewards don’t always have to be financial. Failing to acknowledge hard work in other meaningful ways weakens the link between performance and rewards, leading to frustration.
• Moving the Goalpost: Instrumentality says that people have to trust that their success will bring rewards, but when leaders constantly change the criteria for success—or “move the goalposts,” it erodes that trust. If people feel like the target is constantly shifting, they’ll stop believing their hard work will be rewarded. This creates a sense of futility and diminishes motivation.
• One-Size-Fits-All Rewards: While recognition is important, what motivates one person may not motivate another. Some people might crave public praise, while others would prefer opportunities for personal growth. Nonprofits often forget to tailor rewards to individual values, which can cause motivation to plummet.

Now that we know the common pitfalls let’s examine how nonprofit leaders can address and avoid them.

How to Apply Expectancy Theory to Your Nonprofit Team

The good news? Expectancy Theory offers a practical framework for getting motivation right. Here’s how to use it to ensure your team feels engaged, appreciated, and ready to give their best.

1. Expectancy: Help Your Team Believe in Their Effort

They need to trust that their hard work will lead to results that motivate people. It’s your job to make that clear.

• Set Clear Goals: Make sure everyone knows what’s expected of them. Break down big organizational goals into smaller, actionable steps that individuals or teams can work toward. When people have clear, achievable targets, they’re more likely to believe their efforts will lead to success. (This concept is reinforced heavily within Goal-Setting Theory.)
• Offer Training and Support: If someone doesn’t feel confident in their abilities (in academia, we call this “self-efficacy”), they won’t put in the effort. Ensure your team has access to the training, tools, and support they need. For instance, if you’re running a social media campaign, give your volunteers tutorials on how to use the necessary tools. Confidence boosts motivation.
• Communicate Openly: Regular check-ins and feedback go a long way. When people know how they’re doing and what they can improve, they feel more connected to the outcome of their work. This connection strengthens the expectancy factor.

2. Instrumentality: Show Them That Good Performance Equals Reward

Your team needs to trust that if they do a great job, they’ll be rewarded somehow. Rewards don’t always have to be financial, but they must exist.

• Create Transparent Reward Systems: Make it clear what rewards are tied to high performance. For example, someone who consistently exceeds their goals could take on a leadership role, or a standout volunteer could be given more responsibility. The key is ensuring people know their hard work will be recognized. The Management by Objectives (MBOs) approach is good for achieving this.
• Recognize Effort Publicly: Sometimes, it takes little public acknowledgment. Shout out high performers in team meetings, newsletters, or social media. When people see their peers rewarded for hard work, they’ll feel more motivated to put in the effort.
• Follow Through on Promises: Nothing kills motivation faster than broken promises. Follow through if you say that hitting specific goals will result in a reward. Consistency is key. Remember, do not move the goalposts.

3. Valence: Offer Rewards That Matter

The final piece of the puzzle is making sure the rewards you’re offering are things your team values. Not everyone is motivated by the same thing, so knowing what drives each person is crucial. But spoiler alert: a pizza day or the privilege of wearing jeans on a random Friday isn’t going to cut it.

• Personalize Rewards: One person might be motivated by career growth opportunities, while another might value flexible hours or time off. The trick is to tailor rewards to the individual. Have conversations with your team members to understand what they want. The more personal the reward, the higher its valence.
• Mission-Driven Motivation: Many people join nonprofits to make a difference. If that’s the case for your team, ensure they are psychologically empowered and know how their hard work directly impacts your organization’s mission. Sometimes, the most powerful reward is knowing you’ve made a positive difference.
• Offer Variety: It’s not always about money or public praise. Create a mix of rewards, like leadership opportunities, skill-building workshops, or even a handwritten thank-you note. The key is making sure there’s something for everyone.

Simple Steps to Get Started

Ready to put Expectancy Theory into action? Here are a few simple steps to get started:

1. Clarify Roles and Responsibilities: Ensure that every person on your team knows exactly what’s expected of them and how their work contributes to your goals.
2. Set Up a Recognition Program: Whether through public shout-outs, small bonuses, or leadership opportunities, make sure people know that good performance is noticed and rewarded.
3. Personalize Your Approach: Don’t assume everyone is motivated by the same thing. Take the time to understand what drives each team member and tailor rewards to their individual needs.
4. Keep the Mission Front and Center: For many nonprofit workers, the biggest reward is knowing they’ve made an impact. Ensure you regularly highlight how your team’s efforts are making a difference.

Conclusion: Why Nonprofits Struggle with Motivation—and How to Fix It

At the end of the day, the science of motivation isn’t all that complicated—really! People want to know that their hard work will lead to success, that success will be rewarded, and that the reward will be something they care about. However, nonprofits often struggle with this because of vague roles, lack of recognition, failure to follow through, and generic rewards.

By understanding and applying Expectancy Theory, nonprofit leaders can change that. You can build a more motivated and engaged team of staff and volunteers who feel valued, appreciated, and excited about their work. And when your team is motivated, your organization will thrive.

Learn more about motivating teams and the psychology of management in the FREE Leadership Bootcamp for Nonprofits course.