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The probability that a particular level of effort leads to a specific performance level (expectancy)
The probability that this performance level causes the attainment of particular outcomes (instrumentality)
The attractiveness of these outcomes (valence)
the measurement of those behaviors’ baseline frequencies;
the analysis of antecedents (cues) and contingent consequences of these behaviors;
the intervention to increase the frequencies of these behaviors;
the test whether frequencies have increased.
the identification of observable critical performance-related behaviors;
Goals should be set at a high, difficult level.
Goals ought to be very specific in terms of the result to be achieved.
Feedback has to be provided on a regular basis.
Employees must accept these goals.
For people with difficult goals all-or-none bonuses should be used..
Degree of success should be paid: performance pay is increasing proportionally as performance is getting better.
When self-set goals apply, rewards may be determined afterwards
Negative affectivity – higher on NA – higher chance of retaliation
Agreeableness - higher on A - lower chance of retaliation
Pay that comes unexpected
Pay that is not task-contingent
Task-contingent pay
Performance-contingent pay
Verbal rewards