Verified Document

Calveta Dining Services: A Plan Capstone Project

Cherrington and his colleagues surmised that no inherent link between satisfaction and performance exists. Instead, satisfaction and performance are dependent upon performance-contingent awards. (Cherrington, 1971) Three types of rewards can be found in an organization. They are random, positively contingent, and negatively contingent. Random awards are given regardless of performance. High and low performers are rewarded equally under this system. Next, positively contingent awards are given only to high performers. Low performers are given nothing. Finally, negatively contingent awards are given to low performers while the higher performers receive nothing. (Cherrington, 1971) Cherrington's findings place power on the reward itself. In another study on performance-contingent rewards, Jacobs and Solomon confirmed the finding of Cherrington. The connection between job performance and job satisfaction was higher when performance was rewarded. (Spector, 1997)

Calveta Dining Services does not appear to use a performance-contingent reward system. Their policy is more centered on expecting every employee to be a high performer. The interview process is designed to weed out applicants who are not driven to succeed. The company culture assumes that all employees will succeed.

Theory Six and Review

Another theory explores the idea that no link exists between performance and satisfaction. Edwin Locke and Gary Latham explored the possibility that performance is contingent upon goal-setting. Locke and Latham found that goals determine self-satisfaction with performance. (Locke, 2006) Harder goals are more motivating because they require more effort to achieve than easier goals. Feelings of success in the workplace stem from the achievement of difficult goals. (Locke, 2006) Being able to grow and meet job challenges creates feelings of success. Locke and Latham's goal theory states that goals encompass both abilities and motivation. Goals can be grouped into four levels: high, moderately difficult, easy, and vague. High goals take greater effort and persistence.

The keys to goal setting are feedback, commitment, and task complexity. (Locke, 2006) Feedback is needed to track progress. Commitment to the goal is enhanced by self-efficacy and leads to the feeling that the goal is important. Task complexity can serve as a catalyst for problem solving. Situation constraints such as not have the necessary resources to accomplish the goal can affect performance. (Locke, 2006)

Recommendations

The atmosphere at Calveta Dining could support goal setting. Employees are given access to many educational aids as well as opportunities to cross train and advance. If an employee wishes to learn another job function and switch, the company does their best to facilitate that request. The company's core values, referred to as Antonio's Way, outline five basic goals for the company. These goals are broad and encompass the organization as a whole. They are not specific at the employee level and would not be considered high goals under Locke and Latham's theory.

Based on the different motivational theories, Calveta has room for improvement. A company's strategy is an action plan for running the business operations. (Thompson, 2010) The company's main motivational strategies are pay-for-performance and employee development based. While these are effective strategies, they overemphasize the need to develop and advance. The main problem cited by the customers is the turnover rate of the account managers. Customer relationship management is extremely important to the overall profitability of the organization. (Schultz, 2009) The customers want to build a relationship with their account manager and become frustrated when they keep losing them. Improving customer service will improve customer loyalty. (Schultz, 2009) The loss of the account managers can be directly attributed to the company's advancement policies. The account managers are not leaving the company, they are simply being promoted to other positions. While this is good for the employee, it is bad from the stand point of the customer.

Calveta should change their reward system. The company is in the growth stage. This often requires major changes in the business' strategy. (Timmons, 2006) One goal in "Antonio's Way" is to develop each employee to their full potential. Advancement is not the only way to accomplish this task. A satisfied worker is a productive worker. (Ginnett, 2008)...

Parts of this document are hidden

View Full Document
svg-one

The culture seems to regard this as underachieving. Many other factors motivate employees besides advancement.
Calveta should write up clear job descriptions for each position. Job descriptions can help management with the design of a new reward system, staffing, training, and performance control. (Grant, 1989) The company should allow each employee to develop a personal goal-setting plan. This gives the employees an opportunity to set and achieve high level goals. Adding a performance-contingent reward will increase overall satisfaction. This approach will not detract from the company's culture. Account managers will be given an opportunity to grow within their position and still be rewarded. This also solves the customer retention issues. Based on the theories of Cherrington, rewarding employees in a noncontingent reward system does not impact performance. The employees are currently being rewarded without having to achieve. This approach does not ensure the best performance from the employee. Adopting a goal-setting plan with feedback and a contingent-based reward system will better serve the company.

References

Cameron, Judy, & Pierce, David W., (April 30, 2002). Rewards and Intrinsic Motivation: Resolving the Controversy. Westport, Connecticut: Bergin & Garvey.

Cherrington, David J. & Cherrington, J. Owen. (1973). Contingent reinforcement in budgeting and performance appraisals. Retrieved from http://www23.us.archive.org/stream/contingentreinfo107cher/contingentreinfo107cher_djvu.txt

Cherrington, David J., Reitz, H. Joseph, & Scott, William E. (1971). Effects of Contingent and Non-Contingent Reward on the Relationship Between Satisfaction and Task Performance. Journal of Applied Psychology, 55, 531-536.

Gagne, Maryle'ne, & Deci, Edward L. (2005). Self-determination theory and work Motivation. Journal of Organizational Behavior, 26, 331-362. DOI: 10.1002/j.322

Gawel, Joseph E. (1997). Herzberg's theory of motivation and Maslow's hierarchy of needs. Practical Assessment, Research & Evaluation, 5(11). Retrieved March 15, 2012 from http://PAREonline.net/getvn.asp?v=5&n=11

Ginnett, Robert C., Hughes, Richrd L., & Curphy, Gordon J. (2008). Leadership: Enhancing the Lessons of Experience. New York, New York: McGraw-Hill.

Grant, Phillip C. (1989). Multiple use job descriptions: a guide to analysis, preparation, and applications for human resources managers. Retrieved from http://books.google.com/books?id=ecZJR5e6AiIC&dq=contingent+reward+system+job&source=gbs_navlinks_s

Lindner, James R. (June 1998). Understanding Employee Motivation. Journal of Extension, Vol. 36.

Locke, E.A., & Latham, G.P. (2006). New directions in goal-setting theory. Current Directions in Psychological Science, 15(5), 265-268. doi: 10.1111/j.1467-8721.2006.00449.x

Luneneburg, Fred C. (June 2011). Expectancy Theory of Motivation: Motivating by Altering Expectations. International Journal of Management Business and Administration. Vol. 15.

Luthans, Fred. (2010). Organizational Behavior: An Evidence-based Approach. New York, New York: McGraw-Hill.

Maslow, A.H. (1943). A theory of human motivation. Psychological Review, July 1943. 370-396.

McLeod, S.A. (2007). Simply Psychology. Retrieved 15 March 2012, from http://www.simplypsychology.org/maslow.html

Porter, L.W., & Lawler, E.E. III. (1968). Managerial attitudes and performance. Homewood, IL: Irwin-Dorsey.

Schultz, Don E., Barnes, Beth E., & Schultz, Heidi F. (2009). Building customer-brand relationships. Armonk, New York: M.E. Sharpe

Smith Jr., Clifford W., Brickley, James A., Zimmerman, Jerold L. (2008). Managerial Economics and Organizational Architecture. New York, New York: McGraw-Hill.

Spector, Paul E. (March 26, 1997). Job satisfaction: application, assessment, cause, and consequences. Thousand Oaks, CA: Sage Publications.

Thompson, Arthur A. & Gamble, John E., (2010). Essentials of Strategic Management: The Quest for Competitive Advantage. New York, New York: McGraw-Hill.

Timmons, Jeffry, & Spinelli, Stephen. (2006). New Venture Creation. New York, New York: Irwin/McGraw-Hill.

Vroom, V.H. (1964). Work and Motivation. New York, New York: Wiley.

Sources used in this document:
References

Cameron, Judy, & Pierce, David W., (April 30, 2002). Rewards and Intrinsic Motivation: Resolving the Controversy. Westport, Connecticut: Bergin & Garvey.

Cherrington, David J. & Cherrington, J. Owen. (1973). Contingent reinforcement in budgeting and performance appraisals. Retrieved from http://www23.us.archive.org/stream/contingentreinfo107cher/contingentreinfo107cher_djvu.txt

Cherrington, David J., Reitz, H. Joseph, & Scott, William E. (1971). Effects of Contingent and Non-Contingent Reward on the Relationship Between Satisfaction and Task Performance. Journal of Applied Psychology, 55, 531-536.

Gagne, Maryle'ne, & Deci, Edward L. (2005). Self-determination theory and work Motivation. Journal of Organizational Behavior, 26, 331-362. DOI: 10.1002/j.322
Gawel, Joseph E. (1997). Herzberg's theory of motivation and Maslow's hierarchy of needs. Practical Assessment, Research & Evaluation, 5(11). Retrieved March 15, 2012 from http://PAREonline.net/getvn.asp?v=5&n=11
Grant, Phillip C. (1989). Multiple use job descriptions: a guide to analysis, preparation, and applications for human resources managers. Retrieved from http://books.google.com/books?id=ecZJR5e6AiIC&dq=contingent+reward+system+job&source=gbs_navlinks_s
McLeod, S.A. (2007). Simply Psychology. Retrieved 15 March 2012, from http://www.simplypsychology.org/maslow.html
Cite this Document:
Copy Bibliography Citation

Related Documents

Maslow's Hiercarhy Needs Describe Hierarcy Needs Developed
Words: 901 Length: 3 Document Type: Essay

Maslow's Hiercarhy Needs Describe Hierarcy Needs developed Abraham Maslow (350-400 words) -Critically Evaluate Maslow's Model terms Contribution development a balanced lifestyle individuals comparing Freud's Perspective 2) - This paragraph considers effective / ineffective Model helping individual develop a balanced lifestyle -Also perspectives thought ( 350-400) - Referencing text applicable, Havard Referencing end. Maslow's Hierarchy of Needs Abraham Maslow devised the Hierarchy of Needs with the purpose of providing the general public with a

Needs Theory Maslows Hierarchy Theory
Words: 545 Length: 2 Document Type: Essay

Maslow�s Hierarchy of Needs Theory1) What do you think is motivating these employees to complain about their pay?The employees feel their job is more critical, strenuous, and needs qualification more than garbage collectors. They seemingly are not concerned by their wages but the increase in garbage collectors� average salary. I feel that they need reassurance that they are respected, and their jobs are important too.2) Discuss the employees� complaints in

Maslow Hierarchy Needs and Workplace Motivation
Words: 1197 Length: 4 Document Type: Essay

Telecommuting and Motivation: What Works, What Doesn’t Telecommuting means working remotely, allowing telecommunications tools and digital technologies to ensure the employee is connected with the office and able to collaborate and communicate with coworkers. There are many models of telecommuting, from full-time telecommuting arrangements to allowing workers to telecommute one or two days a week. Some of the most successful firms have telecommuting policies that allow employees to work remotely. Even

Theory of Motivation and Maslows Hierarchy of Needs
Words: 1316 Length: 4 Document Type: Research Paper

Both observation and experiment provided the underpinning for Abraham Maslow’s theory of human motivation. Maslow (1943) posits, “man is a perpetually wanting animal,” leading to the constant striving to fulfill goals (p. 370). If and when anything prevents the fulfillment of a goal—whether the obstacle is internal or external—discomfort or psychopathy can occur (Maslow, 1943). Although Maslow’s original research was conducted decades ago, recent research on motivation and human behavior

Performance Management and Maslows Hierarchy of Needs
Words: 2695 Length: 9 Document Type:

The Extent to Which Motivation Theory Underpins Performance Management Systems Performance Management Systems attempt to answer questions about employee work objectives and their overall role within an organization. The performance manager system is designed to assist the manager in developing, assessing and monitoring a plan by which an employee’s contributions to the organizational strategy and strategic objective are identified, measured and reviewed. The questions that the Performance Management System will are:

Maslow's Hierarchy of Needs Is
Words: 691 Length: 2 Document Type: Research Paper

They need to belong to a secure community and they need to be loved following the terror of Syrian attacks on them. Where esteem needs would be met before belonging and love: a young man becomes a professional baseball player and is placed by the Dodgers in a "Rookie League." He is alone, has no family near and knows very few team members; but if he is good enough to

Sign Up for Unlimited Study Help

Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.

Get Started Now