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Saturday, 22 September 2012
Functional or Chronological Resume, Which is Best?
Thursday, 19 February 2009
MOTIVATION - EQUITY THEORY THREE
To prove to followers that “equity” exists leader/managers must openly share the reward decision-making process. If it is not an acceptable option, then at least an open sharing on how decisions where made must be offered. The process must also be seen as being consistent and in line with unbiased practices. The object of this approach is to prove:
Procedural Justice, i.e. a decision process that is perceived as fair and…
Distributive Justice, i.e. there is a fair allocation of available rewards.
Experience shows that employees will devise any manner of measurements to test the justice of relative staff situations. For example I once had a colleague who was displeased with a $4,600.00 salary increase because staff in more junior positions where given a $ 2,100.00 increase which represented 12% over their previous pay levels. The cause of the discomfort was that the colleague had only received an 8% increase hence the gap between the two positions had narrowed causing a perception of an inequitable margin between the two jobs or a perceived diminution in his relative importance, which he saw as unjust.
The validity of this theory really becomes obvious and proven when we are engaged in something as mundane as allocating new company car parks or redesigning office layouts. The tension, bickering and office politics that grows from this type of activity can be truly amazing.
Saturday, 20 December 2008
MOTIVATION… THE LAST EXPECTANCY LINK!
The Reward = Attractiveness relationship (How attractive is the reward?)
In this last relationship the individual’s personal judgments and personal goals come strongly into play. If you offer a promotion to someone who is looking for more intellectually challenging technical problems/opportunities the reward offered will be ineffective. More money may not be attractive to someone who craves more personal time to be with his or her family.
The key message this theory offers for effective leader/managers is that it demonstrates the need for leaders to have a sound understanding of an INDIVIDUALS goals and aspirations and their perceived linkage between effort and performance, performance and rewards and finally rewards and individual goal satisfaction.
THE OLD ‘LETS HAVE AND EMPLOYEE OF THE MONTH AND HAND OUT SOME RECOGNITION’ JUST DOES NOT WORK.