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Employees employees are unlikely to believe that

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employees, employees are unlikely to believe that performance is being rewarded. This type of meritless rewardsystem may actually hamper the motivation of the highest performing employees by eroding instrumentality.Influencing ValenceEmployees are more likely to be motivated if they find the reward to be attractive. This process involvesmanagers finding what their employees value. Desirable rewards tend to be fair and satisfy different employees’diverging needs. Ensuring high valence involves getting to know a company’s employees. Talking to employeesand surveying them about what rewards they find valuable are some methods to gain understanding. Finally,giving employees a choice between multiple rewards may be a good idea to increase valence.
Equity Theory (process based theory)Imagine that you are paid $10 an hour working as an office assistant. You have held this job for 6 months. You arevery good at what you do, you come up with creative ways to make things easier around you, and you are a goodcolleague who is willing to help others. You stay late when necessary and are flexible if requested to changehours. Now imagine that you found out they are hiring another employee who is going to work with you, whowill hold the same job title, and who will perform the same type of tasks. This particular person has moreadvanced computer skills, but it is unclear whether these will be used on the job. The starting pay for this personwill be $14 an hour. How would you feel? Would you be as motivated as before, going above and beyond yourduties? How would you describe what you would be feeling? If your reaction to this scenario is along the lines of“this would be unfair,” your behavior may be explained using equity theory. Inequity in social exchange.What Are Inputs and Outcomes?

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