Motivational Incentives as Correlates of Performance
Motivational Incentives as Correlates of Job Performance
Literature Review
Introduction
Since the beginning of humanity, leaders have risen to take charge of societies and make decisions. These decisions often meant the difference between having food and going hungry, having shelter or being left outside, and sometimes the difference between life and death. As society has progressed, we have seen great technological advances such as television, computers, cars, and space travel. Despite such advancements, the basic needs of humanity remain the same. Business is the means by which people make the money to acquire their needs, and managers today are the leaders who rise to make decisions and ensure the survival of the business. The success of a business is largely dependent upon the ability of mangers to motivate workers to achieve the highest results. All engineers whether in a management position or not, should understand motivation theory so that they can help ensure the success of their workplace. Having a firm understanding of motivation theory will allow us to draw conclusions from case studies and decide how engineering managers can be most successful.
According to McCormick and Tifflin (1979), rewards can be either intrinsic or extrinsic. Intrinsic rewards stem from rewards that are inherent in the job itself and which the individual enjoys because of successfully completing the task or attaining his goals. While extrinsic rewards are those that are external to the task of the job, such as pay, work condition, fringe benefits, security, promotion, contract of service, the work environment and conditions of work.
Such tangible rewards are often determined at the organizational level, and may be largely outside the control of individual managers. Intrinsic reward on the other hand, are those rewards that can be termed ‘psychological rewards’ and examples are opportunity to use one’s ability, a sense of challenge and achievement, receiving
Literature Review
Introduction
Since the beginning of humanity, leaders have risen to take charge of societies and make decisions. These decisions often meant the difference between having food and going hungry, having shelter or being left outside, and sometimes the difference between life and death. As society has progressed, we have seen great technological advances such as television, computers, cars, and space travel. Despite such advancements, the basic needs of humanity remain the same. Business is the means by which people make the money to acquire their needs, and managers today are the leaders who rise to make decisions and ensure the survival of the business. The success of a business is largely dependent upon the ability of mangers to motivate workers to achieve the highest results. All engineers whether in a management position or not, should understand motivation theory so that they can help ensure the success of their workplace. Having a firm understanding of motivation theory will allow us to draw conclusions from case studies and decide how engineering managers can be most successful.
According to McCormick and Tifflin (1979), rewards can be either intrinsic or extrinsic. Intrinsic rewards stem from rewards that are inherent in the job itself and which the individual enjoys because of successfully completing the task or attaining his goals. While extrinsic rewards are those that are external to the task of the job, such as pay, work condition, fringe benefits, security, promotion, contract of service, the work environment and conditions of work.
Such tangible rewards are often determined at the organizational level, and may be largely outside the control of individual managers. Intrinsic reward on the other hand, are those rewards that can be termed ‘psychological rewards’ and examples are opportunity to use one’s ability, a sense of challenge and achievement, receiving
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