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The JCM proposed that any job can be described in terms of five core job dimensions (Robbins, 2001). Accordingly, the jobs at DrainFlow reflected skill variety, task identity, task significance, autonomy, and feedback. In regards to the proposed solutions at DrainFlow, the goal of improving employee performance and customer satisfaction reflects the goal-setting theory. Under the goal-setting theory, specific and difficult goals with feedback lead to higher performance (Robbins, 2001). If DrainFlow integrates the reward system, it would encourage employees to set higher goals to achieve such bonus. Also, the retrieval of these bonuses depends on the level of customer satisfaction gathered from customer feedback. According to the goal-setting theory, challenging goals help employees focus and work harder to attain them (Robbins, 2001). With the help of an incentive, employees are persistent in trying to attain their
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The expectancy theory suggests that the strength and tendency for someone to act in a certain way depends on the strength of an expectation that will be followed by a given outcome and on the attractiveness of that outcome to the individual (Robbins, 2001). Keeping the reward system in mind, employees will more than likely improve their performance based on the cash reward they expect to receive. Compared to other types of rewards, this cash reward system seems very plausible by employees because of the chance to receive an additional amount of money. If the reward were something of lesser value, the outcome is less attractive to the employee and they are not motivated to improve their performance. The expectancy theory focuses on three relationships: effort-performance relationship, performance-reward relationship, and rewards-personal goals relationship (Robbins, 2001). If employees at DrainFlow give their maximum effort, the effort-performance relationship suggests that they will improve their individual performance and will be appraised for doing so. The performance-reward relationship suggests that employees will perform at certain levels that they feel will lead them to receiving organizational rewards. In this case, the organizational rewards are the cash rewards. Finally, the rewards-personal goals relationship suggest that DrainFlow employees will have so much satisfaction from the organizational rewards that they will create more personal goals that also result in attractive rewards. Not only have the employees set their own individual goals or needs, they have even determined what the potential rewards might
The expectancy theory suggests that the strength and tendency for someone to act in a certain way depends on the strength of an expectation that will be followed by a given outcome and on the attractiveness of that outcome to the individual (Robbins, 2001). Keeping the reward system in mind, employees will more than likely improve their performance based on the cash reward they expect to receive. Compared to other types of rewards, this cash reward system seems very plausible by employees because of the chance to receive an additional amount of money. If the reward were something of lesser value, the outcome is less attractive to the employee and they are not motivated to improve their performance. The expectancy theory focuses on three relationships: effort-performance relationship, performance-reward relationship, and rewards-personal goals relationship (Robbins, 2001). If employees at DrainFlow give their maximum effort, the effort-performance relationship suggests that they will improve their individual performance and will be appraised for doing so. The performance-reward relationship suggests that employees will perform at certain levels that they feel will lead them to receiving organizational rewards. In this case, the organizational rewards are the cash rewards. Finally, the rewards-personal goals relationship suggest that DrainFlow employees will have so much satisfaction from the organizational rewards that they will create more personal goals that also result in attractive rewards. Not only have the employees set their own individual goals or needs, they have even determined what the potential rewards might