HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

268 ❚ Organizational behaviourare strongly motivated by money and whose expectations that they will receive afinancial reward are high. But less confident employees may not respond to incentivesthat they do not expect to achieve. It can also be argued that extrinsic rewardsmay erode intrinsic interest – people who work just for money could find their tasksless pleasurable and may not, therefore, do them so well. What we do know is that amultiplicity of factors are involved in performance improvements and many of thosefactors are interdependent.Money can therefore provide positive motivation in the right circumstances, notonly because people need and want money but also because it serves as a highlytangible means of recognition. It can also be argued that money may be an importantfactor in attracting people to organizations and is one of the factors that will influencetheir retention. But badly designed and managed pay systems can demotivate.Another researcher in this area was Jaques (1961), who emphasized the need for suchsystems to be perceived as being fair and equitable. In other words, the rewardshould be clearly related to effort or level of responsibility and people should notreceive less money than they deserve compared with their fellow workers. Jaquescalled this the ‘felt-fair’ principle.MOTIVATION STRATEGIESThe factors that affect motivational strategies and the contribution that HR can maketo achieving higher levels of motivation are summarized in Table 18.2.