Section One
A model using both expectancy theory and human capital
theory has been developed to explain such differences in
individuals’ responses to changing technology. Given the critical
strategic impact of technological change, such explanations
should be of value to strategists. The model identifies
motivation, along with individual, organizational, and external
factors as determinants of whether individuals will develop the
skills needed for new technology. Employees’ expectations of
their ability to acquire new skills and the perceived reward
instrumentality of such skills help explain employees’ motivation
for skill acquisition. Such motivation is also related to the
expected costs of investing in skill acquisition and the length of
time for returns to be accrued. Nonetheless, the payback period
can be misleading as there are several individual difference
variables, such as breadth of interests, education, aptitude, and
personality variables, that also affect individuals’ acquisition of
new skills.^43
A number of suggestions have been offered for the
prevention of obsolescence. One suggestion is to provide
challenge, particularly of a technical nature for technical
specialists, in all phases of their careers. Individuals who face
such challenges are less likely to become obsolete in later
career stages. Likewise, responsibility, authority, participation,
and employee inter-action also appear to be related to the
prevention of obsolescence. Periodic reassignments requiring