I__. - International Military Testing Association

otation, and 6) general job motivation. These variables were
selected because it was felt that incentive utilization would
affect or be affected by these variables and that the latter
should directly impact upon unit performance. In particular, it
was anticipated that the use of incentives would relate to both
event (NTC/JRTC) motivation and qeneral motivation.
Table 2 presents platoon level correlations between the
utilization of incentives (specifically and in the aggregate) and
four key organizational variable scales. The reader will note
that the use of incentives in the aggregate was more strongly
correlated with the organizational variables than were the six
specific incentives. Of the specific incentives, "Public
recognitiontV, llAwardsl'., and '8Promotions'8 were the more strongly
correlated. Table 2 also presents the platoon level correlations
between the utilization of incentives and the three types of
performance criteria (O/C ratings, commpany commander ratings and
platoon ratings). While a few of the correlations reached
statistical significance, the correlations are not that strong,
particularly in comparison with those between NTC/JRTC motivation
and unit performance or between platoon pride and performance
(presented later). Thus, as suspected, the utilization of
incentives seem not to be strongly associated with good unit
performance but is strongly associated with other factors which
more directly affect performance.
Based on the pattern of highest inter-correlations and a
little logic, the authors developed a tentative model describing
how incentives might interact with other key organizational
variables to impact upon platoon performance. The model, at this
stage, must be considered only hypothetical: nevertheless, it
provides a good starting point for subsequent inquiry. The model
is protrayed in Figure 2.
DISCUSSION
While incentive utilization seems to play an important part
in supporting variables directly impacting on unit performance,
incentive utilization in the units examined was nonetheless low.
This indicates both that leaders can more effectively use
incentives and that, with more effective utilization, the
numerical relationships found in this research might change.
Since the aggregate use of incentives was more strongly,
correlated with important organizational variables than the
individual incentives, leaders may be able to shift from the use
of constrained or slow-to-process incentives, or ones that take
the soldier away from the unit (passes), to the use of incentives
which are more efficient or effective (e.g., public recognition
and awards). In interviews conducted at the post rotation, it
was found that a major limitation on perceived incentive
effectiveness was the length of time that occurred between the
act or basis for the incentive and actual receipt of the
incentive. Simply put, incentives should be used more and
Processed more quickly. If this is done, unit performance should
be Significantly enhanced.
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