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" (Scholl, 2002) in contrast, equity theory stresses that when workers feel that their behavior is being fairly or equitably rewarded, they will excel, and profit sharing is likely to increase subjective factors such as organizational loyalty because profit sharing upon the part of a rich company is fair.
On a practical level, equitable forces in increasing employee motivation tend to be more difficult to measure in the short-term, unlike performance and productivity increases. and, although fairness is an important consideration, a sense of fairness is additionally often more difficult to systematize, unlike a schema of reward and punishment. Unlike equity theory, which must be holistic and organization-wide as a fair supervisor may have to enforce an unfair and inequitable corporate policy,...
Increasing self-empowerment and enhancing self- perception, "generally based on an individual's past experience, self-confidence (often termed self-efficacy)," as well as the perceived difficulty of the performance standard or goal," is both feasible and ultimately salutary for the future of both the employee, supervisor, and the organization. (Scholl, 2001)
Works Cited
Scholl, Robert. (12 Oct 2002) "Expectancy Theory." Motivational Processes. Retrieved 2 Jul 2005 at http://www.cba.uri.edu/scholl/Notes/Motivation_Expectancy.html
Works Cited
Scholl, Robert. (12 Oct 2002) "Expectancy Theory." Motivational Processes. Retrieved 2 Jul 2005 at http://www.cba.uri.edu/scholl/Notes/Motivation_Expectancy.html
Additionally the theory also provides for instrumentality which is based on the belief that the performance will result in rewards. In essence, valence is the importance linked with an individual on the expected result (Steele, 2011).This expectation is not the satisfaction that employees expect to receive after achieving the goals: it is seen in Haier through recognition. Expectancy is the faith that best efforts will result in better performance.
Smith School of Business (at the University of Maryland), where she was granted an MBA (Master of Business Administration) and also the courses of the MIT Sloan School of Management, where she received a Master of Science in management. Professionally speaking, Fiorina occupied various secretarial positions; she was also a teacher of English in Italy and a receptionist. Her fruitful career began in 1980 when she joined at&T, where after
Merit wage increases are awarded to employees for their ability to meet stated goals. 4) Because employees define their own goals and deadlines, they may not be appropriately aligned with organizational goals and employees may set them too low just so they can meet them. Equity is part of the salary increase process, but comes only after allocation of merit. This could mean that serious inequities in pay go unresolved.
However, her initial suggestions of improvement -- especially after a lack of positive response the first few times -- are not predicted by expectancy theory. It was obvious that she was not expected to make such suggestions, nor was she especially given an opportunity to do so, and both of these circumstances are considered necessary in expectancy theory. Furthermore, Lesley would have known that she was expected to perform
Individuals work half a day, or weekly based on the sharing arrangements. Split and sharing of the jobs leads to the organizations benefit, as talented individuals who are unable to work on a fulltime basis get an employment chance. Although adjustment problems occur, the arrangement of a proper schedule is required. III. Telecommuting also known as the flexiplace, is a working condition that allows the least portion of the scheduled
Goal - setting theory (Curtis 37) starts with the situationally specific, conscious motivational factors closest to action: goals and intentions. Goal theory then works backward to determine what causes goals and makes them effective. The specific, close-to-action goal - setting approaches have been more successful in explaining performance than the general, far from-action motivational approaches that stress general needs and motives based on subconscious values. Only when ideas become goals