Organizational Behavior (Stephen Robbins)

players] the proper setting... atmosphere... tools so they’re not hindered from doing
what they have to do.”^24

Performance-Rewards Relationship
The performance-rewards relationship is commonly called
instrumentality. It refers to the individual’s perception of
whether performing at a particular level will lead to the
attainment of a desired outcome. In particular, will the per-
formance be acknowledged by those who have the power to
allocate rewards? Instrumentality ranges from –1 to +1. A
negative instrumentality indicates that high performance
reduces the chances of getting the desired outcome. An instrumentality of 0 indicates
that there is no relationship between performance and receiving the desired outcome.
In a study by the Angus Reid Group, only 44 percent of employees said the workplace
recognizes employees who excel at their job.^25 Thus, one possible source of low moti-
vation is the employee’s belief that no matter how hard he or she works, the perform-
ance will not be recognized. BC Lions offensive line coach Dan Dorazio works long
hours at his job because he does feel that his efforts are recognized by the head coach
and by the players on the team.

Rewards–Personal Goals Relationship
The rewards–personal goals relationship is commonly called
valence. It refers to the degree to which organizational
rewards satisfy an individual’s personal goals or needs and the
attractiveness of those potential rewards for the individual.
Unfortunately, many managers are limited in the rewards
they can distribute, which makes it difficult to personalize
rewards. Moreover, some managers incorrectly assume that all
employees want the same thing. They overlook the motivational effects of differentiating
rewards. In either case, employee motivation may be lower because the specific need the
employee has is not being met through the reward structure. Valence ranges from –1 (very
undersirable reward) to +1 (very desirable reward).
Vancouver-based Radical Entertainment, creator of such digital entertainment as The
Incredible Hulkand The Simpsons Road Rage,makes sure it meets the needs of its employ-
ees, because it does not want to lose them to the United States.^26 The company employs

Chapter 4Motivating Self and Others 115

instrumentality The belief that

performance is related to rewards.

valence The value or importance

an individual places on a reward.

Expectancy

Effort Performance Link

E = 0

No matter how much effort

I put in, probably not possible

to memorize the text in 24 hours.

Instrumentality

Performance Rewards Link

I = 0

My professor does not look

like someone who has $1 million.

Valence

Rewards Personal Goals Link

V = 1

There are a lot of wonderful things

I could do with $1 million.

My professor offers me $1 million if I memorize the textbook by tomorrow morning.

Conclusion: Though I value the reward, I will not be motivated to do this task.

EXHIBIT 4-5 How Does Expectancy Theory Work?

Are managers mani-

pulating employees

when they link rewards

to productivity? Is this

ethical?

*

Why do some

managers do a better

job of motivating

people than others?

*

Radical Entertainment

http://www.radical.ca