The Memo
...ation to what they input is not equity. In this case, LHI’s manager uses the goal-setting theory, which specific and difficult goals lead to higher performance. Specific goals increase performance; that difficult goals, when accepted, result in higher performance than do easy goals. In this point, LHI’s manager do it very well, he set a specific goal but not difficult. So the worker won’t be afraid about can’t finish it. The goals can be considered the effort-performance link. Feedback leads to higher performance than does nonfeedback. Feedback can be considered the performance-reward relationship. When the manager set a goal and promise a reward, they should have feedback after the goal was reached. Otherwise it will hurt the motivation of workers. LHI’s manager has a big problem on management by objective. When they make a goal setting, they should implement a management by objectives. Because MBO emphasizes participatively set goals that are tangible, verifiable, and measurable. As MBO’s appeal undoubtedly lies in its emphasis on converting overall organizational objectives into specific objectives for organizational units and individual members. LHI’s manager set the goal for the RSG employees are tangible, verifiable and measurable. But the goal they set for the whole corporate are not verifiable and measurable. It’s hard to say that if this goal is tangible because they even didn’t announce to the employees. They just said that CFG’s overall profitability- the ultimate barometer of our performance-has not exceed expectations this year. The manager didn’t treat their employee fairness. Employee care about the procedural justice and international justice. Further more, there are four ingredients common to MBO programs, goal specificity, participative decision-making, and explicit time period, and performance feedback. LHI’s manager set the specific goal for RSG’s employee, which is hit the exceptional earning recorded at CFG; they didn’t let employee participate in decision making, all the decision are made by themselves; and an explicit time period was given; for the most important part performance feedback they just ignored. It won’t be large amount money for the cash gift, but to the employee it’s a certification of their work. 2). First, I will think it’s really unfair; because I get from work is less than I put into work. So if I work harder and get the same money, next time I will not work hard like that. I will choose to work less. Based on equity theory, when employee perceive an inequity, they can be predicted to make one of six choices: change their inputs, such as don’t exert as much effort; change their outcomes, such as produce a lower quality production; adjust perceptions of self; such as compare the work efficiency with before adjust perception of others; such as compare the work efficiency with others choose a different referent; such as it’s hard to reach the first, then compare with second leave the field. Such as quit the job Then I will think, if we don’t have the cash gift, what about the exempt employee. As MBO suggested, the objective are translated into specific objectives for each succeeding level. So we have achieved the objective, it’s necessary to know which part of the objectives didn’t reach the goal. People care about procedural justice- the perceived fairness of the process used to determine the distribution of rewards, for example, can having a voice when the manager talked about the cash gift. And people also care about international justice- the quality of the interpersonal treatment received from a manager, for example, being treated sensitively, being provided an explanation when manager didn’t pay a holiday cash gift. Manager should consider openly sharing information on how allocation decisions are made, following consistent and unbiased procedures, and engaging in similar practice to increase the perception of procedural justice. With increased procedural and international fairness, employees are likely to view their managers and the organization as positive, even if they’re dissatisfied with pay, promotion, and other personal outcomes. Because of the nonfeedback of manager, I feel dissatisfaction about my job. I will express my dissatisfaction in these kinds of ways: Voice, discussing the ...