A strong organizational motivational strategy promoted in ì
contemporary management and organizational literature is the ì
linking of performance and reward. 3.ls1
1L. McTier Anderson, and James W. Fenton, Jr., "The Light At ì
The End Of The HRM Tunnel: Window Of Opportunity Or An Oncoming ì
Train," Business Horizons, (January 1993): 72-75.
the linking of performance and reward is that the key to ì
motivating an individual to remain in and perform well in an ì
organization lies not in urging an individual to remain or ì
perform, but, rather, in the developing within that individual a ì
strong commitment to the organization. The rewarding of
performance is seen as a strong factor in the development of such ì
commitment to the organization. From such a commitment will flow ì
the desire to remain in and perform well in an organization. ì
Organizational commitment is manifested as a strong desire to ì
remain as a member of a specific organization, willingness on the ì
part of an individual to exert high levels of effort for a ì
specific organization, and belief in and acceptance of ì
organizational values and goals by an individual. ª 3.ls1ì
2L. W. Porter, Organizational Commitment And Its ì
Development, 5th ed. (Berkeley, California: University of ì
The linking of performance and reward places an organization ì
and its employees in an exchange relationship wherein each party ì
expects to receive something from the other party and wherein ì
each party expects to give something to the other party.
= * á2 ɦ ìèsuch a relationship, each party makes demands on the other, and ì
each party provides something in return. Thus, employees ì
exchange job performance for a reward from the firm within an ì
organizational structure. There are several types of reward; ì
however, compensa...