How Can Management Strengthen the Organizational Culture?
- Submitted by: JustJettn1207
- Views: 1104
- Category: Other
- Date Submitted: 11/20/2011 05:15 PM
- Pages: 13
- Report this Essay
How Can Management Strengthen the Organizational Culture?
There is a subtle link between expectancy, effort, productivity and reward. Werner (2002, p.335) states that “a person will exert a high effort if he/she believes there is reasonable probability that the effort will lead to the attainment of an organizational goal, and the attainment of the organizational goal will become an instrument through which that person will attain his/her personal goals.” If this is the case with employees, one would thus conclude that 0rganizational goals will be elevated above personal goals, and this may account for the use of incentives and rewards to recognize the effort made by employees. In the same vein, the Beehive Survey found out that whilst over 60% of organizations in South Africa recognized that pay is just one way to motivate employees, less than 40% created long-term incentives across all levels (Sacht T., 2003). One may argue that inadequate monetary benefits may lead to discontentment and disenchantment that are illustrated by shoddy work and a high labor turnover in some organizations. For example, the Salary Moves and Labor Trends Beehive Survey, conducted by Deloitte and Touché in South African organizations in 2003 – indicated that labor turnover [as a result of dissatisfaction with salaries and incentives] was 15% among key specialists and 17% for general monthly paid employees (Brindle, 2003).
From the preceding discussion it can be deduced that there is a relationship between pay and incentives and cognitive dissonance theories which propound that productivity is a result of the perceived difference between what is expected or desired as fair and reasonable reward individual motivation and what is experienced in the job situation, organizational incentives. The following motivational ideas are to strategically manage the organizational culture throughout the organization.
Employers and employees have expectations when they come into an employment...
There is a subtle link between expectancy, effort, productivity and reward. Werner (2002, p.335) states that “a person will exert a high effort if he/she believes there is reasonable probability that the effort will lead to the attainment of an organizational goal, and the attainment of the organizational goal will become an instrument through which that person will attain his/her personal goals.” If this is the case with employees, one would thus conclude that 0rganizational goals will be elevated above personal goals, and this may account for the use of incentives and rewards to recognize the effort made by employees. In the same vein, the Beehive Survey found out that whilst over 60% of organizations in South Africa recognized that pay is just one way to motivate employees, less than 40% created long-term incentives across all levels (Sacht T., 2003). One may argue that inadequate monetary benefits may lead to discontentment and disenchantment that are illustrated by shoddy work and a high labor turnover in some organizations. For example, the Salary Moves and Labor Trends Beehive Survey, conducted by Deloitte and Touché in South African organizations in 2003 – indicated that labor turnover [as a result of dissatisfaction with salaries and incentives] was 15% among key specialists and 17% for general monthly paid employees (Brindle, 2003).
From the preceding discussion it can be deduced that there is a relationship between pay and incentives and cognitive dissonance theories which propound that productivity is a result of the perceived difference between what is expected or desired as fair and reasonable reward individual motivation and what is experienced in the job situation, organizational incentives. The following motivational ideas are to strategically manage the organizational culture throughout the organization.
Employers and employees have expectations when they come into an employment...