The personal goals are those that they are attractive to individual employees. In order to achieve this, Vroom examines the three key components and relationships that take place between the following aspects of the employer-employee relationship: individual effort, individual performance, organizational rewards, and personal goals.
The first component is the effort-performance relationship, or expectancy, which refers to the perception of an individual employee that they are able to exert the levels of effort required to reach a desired level of performance. The second component is the performance-reward relationship, or instrumentality, which is the individual employee’s belief that performing at the desired level facilitates the attainment of particular organizational rewards.
The third component is the rewards-personal goals relationship, or valence, which looks at the ability of those organizational rewards to help that individual achieve their personal goals and whether or not those goals are particularly attractive to the individual. In practice, the Expectancy Theory might describe the habits of a good sales person at a company with clearly defined sales goals. The sales person wants to send their children to a good college and so they strive to meet their sales goals and maximize their attainment of spiffs and bonuses.
This same structure keeps the sales person focused on the needs of the customer rather than just selling snake oil. If they sell the customer on products or services for which they are not well suited or which are of low quality then they threaten their chances of return business from that same customer. This would ultimately detract from the sales person’s personal goals. In the given scenario, Supervisor B might suggest that Supervisor A attend a training course on organizational leadership and motivation. This supervisor needs to understand how the lack of meaningful company rewards hat align to personal goals of individual employees is hurting the team’s motivation and performance. Based on what the company knows from Supervisor B’s informal discussions with the team members, they should invest in training the entire team on the new production process. This should alleviate the concerns of those employees that feel incapable of mastering the new production process. Additionally, they should implement a skills-based pay program to incentivize those employees for completing the needed training as quickly as possible.
The Essay on A New Employee Reward and Recognition Program
In efforts to increase motivation, increase employee job satisfaction, increase communications, and raise the employee retention rate, a rewards and recognition program could be implemented. Being a non-profit organization with no budgetary spending allotted for a rewards and recognition program, makes this project challenging. However, the benefits appear to tremendously outweigh the burdens. ...
The company also needs to address the lack of appropriate recognition and reward for its top performers. They should implement an employee recognition program as well as utilize these top-performing employees as mentors to lower-performing employees to assist in the training process. This would give top performers a greater sense of responsibility, give them recognition for their hard work and utilize existing resources to minimize training costs for the company.
They should also create a piece-rate pay program that has the potential to out perform over-time pay to give top performers autonomy over their work and direct control over their pay. At the same time, the company should create a profit-sharing or gainsharing bonus structure to help the team understand that their performance is having a direct positive impact on the greater company. This would give their jobs more meaning and purpose while encouraging them to work as a team.
The Term Paper on Employee Recognition and Performance
This paper reports the results from a natural ? eld experiment designed to investigate the causal effect of public recognition on employee performance. More than 300 employees worked on a three-hour data-entry task, where we randomized the unannounced provision of recognition after two hours of work. We ? d that recognition increases subsequent performance substantially, and particularly so when ...
By implementing some or all of these recommended measures, the company will ensure that their rewards align with the unique, individual goals and needs of their employees. This will benefit the company by having a highly motivated workforce who delivers on the quality and performance goals set before them.
