ENTR 3312 - Chapter 7

People come to w or k to achieve var ying degr ees of

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Unformatted text preview: ds: F inancial Pow er and status Per sonal development and car eer enhancement Self-actualization Social Motivation and the Critical Role of Reward Systems T he Expectancy M odel (Por ter and L aw ler , 1968) M otivation is deter mined by: 1. H ow much a per son per ceives a dir ect r elationship betw een the effor t he/she puts for th and successful per for mance on the fir m's employee appr aisal or evaluation system 2. H ow much that per son per ceives a dir ect r elationship betw een a good per for mance appr aisal and r ew ar ds 3. Whether the company is offer ing the E E and the Critical Role of Reward Systems Motivation Porter and Lawler's Expectancy Model Expectation That: Importance Rating: INDIVIDUAL MOTIVATION TO BE ENTREPRENEURIAL ON THE JOB is a function of EFFORT SPENT ON ENTREPRENEURI AL ACTIVITIES will lead to SUCCESSFUL PERFORMANCE EVALUATION will lead to REWARD Perceived Equity 15 r easons employees might not be motivate to act entr epr eneur ial on the job: 1. Employees do not under stand w hat 2. management means by "being entr epr eneur ial on the job" Believe it is possible to accomplish entr epr eneur ial behavior in this company no matter how har d one tr ies Per ceive that they ar e per sonally capable of being entr epr eneur ial, then he/she is lik ely to be unmotivated. Alter natively, the employee may believe that it is possible to be entr epr eneur ial, but they see no link age betw een doing so and how they ar e evaluated T her e is no for mal appr aisal or assessment of E 3. 4. 15 r easons employees might not be motivate to act entr epr eneur ial on the job: 6. T he cr iter ia on w hich employees ar e evaluated do not explicitly include innovativeness, r isk -tak ing and pr oactive effor ts 7. Other non-entr epr eneur ial cr iter ia r eceive much mor e emphasis 8. T he evaluations ar e done in an ar bitr ar y or unfair fashion 9. M anager s ask ing for one behavior , but actually r ew ar ding some quite differ ent behavior 10. T he employee believes the r ew ar d w ill be ear ned r egar dless of the evaluation (e.g...
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This note was uploaded on 08/25/2009 for the course ENTR 3312 taught by Professor Staff during the Spring '08 term at University of Houston.

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