Motivation — страница 3

  • Просмотров 3613
  • Скачиваний 583
  • Размер файла 8

strong economic need, (2) money used as an incentive, and (3) the size of the monetary incentive is sufficiently attractive. Performance-Reward Instrumentality Instrumentality refers to the ralationship between performance and raward. People ask, "Will I be rewarded if I perform the job well?" If the answer is affirmative, they will be motivated to exert an effort and increase the level of task performance. If the answer is negative, their motivational efforts will be reduced. As with valence, the measures of instrumentality can be positive or negative. If people perceive that their performance is generally rewarded, the perceived instrumentality will be positive. If they perceive that performance does not make any difference to their rewards, or if poor performers are

rewarded as much as or more than high performers, the instrumentality will be low. Since perceived instrumentality is a subjective judgment, managers do not have direct control over it. But they can positively influence their subordinates' perception of the instrumental relationship by matching rewards to rerformance and by communicating this fact effectively to the subordinates. For example, managers can improve instrumentality by using performance-contingent pay systems such as piece rates, merit rates, or performance bonuses, and by managing such systems fairly. Effort-Perfirmance Expectancy Expectancy is the belief that effort leads to performance. It is a subjective feeling that people attach to the likehood of accomplishing a task. They may ask, "Can I perform and

accomplish the task goal?" "How much effort would the task reqiure?" If they feel there is a close relationship between their effort and task accomplishment, expectancy will be favorable. However, if the task is too simple or too complex relative to their ability, then they may feel that their effort is not related to task performance. Like other motivational concepts, expectancy is subjective; people attach varying expectancies to an outcome. A task may seem simple to some but not to others. A person's ability and personality influence his or her effort-performance expectancy. Competent and secure individuals tend to perceive expectancy more positively than incompetent and pessimistic individuals. Managers have no direct control over how their employees perceive

the chance of achieving an outcome or task, but they can influence the employee's expectancies positively by matching people to jobs. When people are matched with jobs, employees can utilize their job skills and energies effectively. Consequently, effort-performance expectancy will be increased. III. DEVELOPING MOTIVATIONAL PRINCIPLES Managers can improve the valence, instrumentality, and expectancy employees place in their job situations by (1) matching rewards to needs, (2) natching rewards to performance, and (3) matching job to employees. The strength of expectancy theory lies in the fact that it accomodates three theories of individual behavior (needs, reinforcement, and perception) and that it can be operationalized. We have seen a set of motivational principles from

expectancy theory and now I'll try to explain how these principles can be applied in organizational settings. Matching Rewards to Employee Needs By matching rewards to needs, management can increase not only the valence of rewards but also the level of employee satisfaction. How can management match rewards to needs? There are a few things that managers can do: 1. Figure out what employees want. Managers can ask their employees what kinds of rewards they prefer. This information can be used to select appropriate rewards. People want different things from their jobs, and matching rewards to these needs increases the valence of the rewards. 2. Find people who value rewards. The match between rewards and needs can be achieved by finding people who may value what the organisation may

offer. Some organizations are limited in their ability to offer a variety rewards. In this case the organization needs to attact people who can be motivated by what it can offer. For example, if the only things a company can offer is money, it should hire people who are striving for economic need saticfaction. Matching Rewards to Performance By relating organizational rewards to job performance, management can increase the chances of attaining both individual and organizational goals. This strategy favorably affects the performance-reward instrumentality. There are several things that managers can do in this effort. 1. Use performance-contingent reward systems. Some reward systems lack motivational value because they are not tied to performance. Annual bonuses and fringe benefits