1. Traditionally, loyalty and long service with one employer were the norm. Today, some would say that this ‘tradition of loyalty/long service as changed. What observations or conclusions do you hold about work place loyalty and length of service? Any Chapter 5 topics helpful in dealing with loyalty and length of service questions?
From my experience, loyalty and long service to a single employer is a thing of the past. At one time, employees were rewarded for long service (for example, pension plans and increased vacation time). Additionally, the stigma of changing companies frequently has all but been removed. In fact, managers often consider it healthy for a worker to change roles frequently. Effectively, there has been a shift in the performance to outcome expectancy of employees. They are no longer rewarded for long service, and in fact are incentivised to leave for improved pay.
2. Use all three components of expectancy theory to explain why some employees are motivated to ‘show up for work’ during a Texas snow/ice storm whereas others employees make no effort to leave their home.
When faced with an ice day, some employees feel that the effort of getting to work does not outweigh the level of performance they expect. On the other hand, other employees feel that the effort is too great and does not justify or will not meet the desired performance level. Employees who show up to work do so expecting their performance to achieve a particular outcome. Thus, their performance-to-outcome expectancy is high. Those that do not show up assume their performance will not lead to the outcome the want. In the case of high performance-to-outcome expectancy, it can be assumed that employees are striving for those outcomes and anticipate high outcome valence.
3. After you have listened/read our media story, you will know something about Mike Piazza’s success as a baseball player at the very top of that profession. While you may or may not have any prior knowledge of Mr. Piazza, the primary reason I have ask you to read about his career is to call attention to our Chapter 5 discussion about the ‘foundation of motivation’ that is important in work situations. Would you select one or two of the Chapter’s topics that you feel connect to Mr. Piazza’s story of success. Explain your answer.
Two things stand out that relate Mr. Piazza’s career success to employee motivation. Clearly, Mr. Piazza had a high drive to acquire (p. 130). To have risen from the essentially the bottom and made it to the pinnacle of the baseball world, Mr. Piazza had to continually push to better himself. In a competitive sport, that meant bettering himself in relation to his peers. As our textbook states, the drive to acquire is “the basis for competition” (p.130). That being said, wanting something is not necessarily enough to make it happen. (I know this because I am not a professional baseball player.) In Mr. Piazza’s case, he clearly had a high effort-to-performance expectancy (p. 133). Although drafted at the end of the professional draft, he clearly believed he had the skills necessary to make it as a professional baseball player.