ew a positive evaluation of their performance by others higher than the actual learning process vs. those who embrace the idea that “learning” would improve their abilities in the long run. The article is provocative in that it suggests that employees motivated by learning rather than performance are more desirable but it also offers an interesting strategy for bringing around those who are purely performance oriented.Do you know what motivates the employees and managers around you?
How would you introduce changes in your organization if your employees were mostly performance-motivated?
Ahearne, M., Lam, S. K., Mathieu, J. E., & Bolander, W., “Why are some salespeople better at adapting to organizational change?,” Journal of Marketing, 74 (May 2010): 65–79
Posts
1 comment:
People who have a strong external orientation (more of a self less type) are performance motivated while those who have a strong internal goal orientation (with selfish motives) are learning motivated. A balance of these two is what an organisation (profit making) will be looking for. Any business for that matter will be looking for a person with a slant more towards performance motivated rather than learning motivated.
We can see that the training, outbound programs and many such activities in the so called "progressive organisations" - but has anyone done an RoI? The consultants and some vested interests within the organisation, somehow make the top management buy-in the concept of training - listing out the benefits - and the top management gets trapped. No business house would be able to sit cozy and let its employees go for learning with a heavy pay-packets.
I would blame, to a greater extend the HRDs of the organisations. Training and learning facilities are to be provided to the needy to bring them up to the level of the excellent performers - instead what we find is the excellent performers are send for training (basic as well as advanced). This increases the gap and at the end of the year the poor performer, who is denied training/ learning has to compete with the excellent performer who has a higher level of competency due the exposures gained. One should also remember that he goes for training and remains away from the job (without any contribution during those period). These high performers are the ones who threaten the management to leave the organisation, if yoy their remunerations are not enhanced (matched with the industry) and they literally ditch the organisation.
Its high time that the business houses realise this - they are into business - they are not running a charity - I vote for performance motivated people.
Post a Comment