A Journal Article Review of ‘Performance-Reward Instrumentalities and the Motivation of Retail Salespeople’
A Journal Article Review of ‘Performance-Reward Instrumentalities and the Motivation of Retail Salespeople’ (Teas, 1982)
BSc International Business and Languages: Understanding Global Organizations Dr. Seamus Kelly
Kate Moynihan DT557 C07530340
Word Count: 2101 words
Anti-Plagiarism Declaration
I hereby certify that this material, which I now submit for assessment as a continuous assessment project in Understanding Global Organizations on the course DT557/4 is entirely my own work and has not been submitted in whole or in part for assessment for any academic purpose other than in fulfilment for that stated above.
Signed: ………………………………………………………………….
Date: ……………………………………………………………………
Article Outline
The journal article that I have to chosen to critically review is ‘Performance-Reward Instrumentalities and the Motivation of Retail Salespeople’ (Teas, 1982). It examines the Vroom Expectancy Theory of Work Motivation (1964), which asserts that a person shall behave or act in a certain manner based on the expected result that they believe will emerge. Fundamentally, it determines that a person has no inducement to perform in a certain way unless he/she believes that behaving in that manner will result in an expected outcome (Brown, 2011).
Although this article was written nearly 30 years ago, the fundamentals expressed in it are similar to the society that we live in today. Teas examines how employers are motivated and shows that not all performance rewards should be based on monetary items (e.g. bonus, wage increases etc). A survey was composed to determine this theory and Teas received 93 usable responses at a response rate of 56%. The survey consisted of measuring the employee’s locus of control, feelings on leader initiating structure, consideration and organizational feedback. Once more, Teas explored core task variables and instrumentality. He composed the survey quantitatively as opposed to qualitatively so that employees could answer it by
BSc International Business and Languages: Understanding Global Organizations Dr. Seamus Kelly
Kate Moynihan DT557 C07530340
Word Count: 2101 words
Anti-Plagiarism Declaration
I hereby certify that this material, which I now submit for assessment as a continuous assessment project in Understanding Global Organizations on the course DT557/4 is entirely my own work and has not been submitted in whole or in part for assessment for any academic purpose other than in fulfilment for that stated above.
Signed: ………………………………………………………………….
Date: ……………………………………………………………………
Article Outline
The journal article that I have to chosen to critically review is ‘Performance-Reward Instrumentalities and the Motivation of Retail Salespeople’ (Teas, 1982). It examines the Vroom Expectancy Theory of Work Motivation (1964), which asserts that a person shall behave or act in a certain manner based on the expected result that they believe will emerge. Fundamentally, it determines that a person has no inducement to perform in a certain way unless he/she believes that behaving in that manner will result in an expected outcome (Brown, 2011).
Although this article was written nearly 30 years ago, the fundamentals expressed in it are similar to the society that we live in today. Teas examines how employers are motivated and shows that not all performance rewards should be based on monetary items (e.g. bonus, wage increases etc). A survey was composed to determine this theory and Teas received 93 usable responses at a response rate of 56%. The survey consisted of measuring the employee’s locus of control, feelings on leader initiating structure, consideration and organizational feedback. Once more, Teas explored core task variables and instrumentality. He composed the survey quantitatively as opposed to qualitatively so that employees could answer it by
References: Brown, S. (2011, October 31). Do people work more if they are paid more? Retrieved November 30, 2011, from Examiner: http://www.examiner.com/human-resources-in-orlando/do-people-work-more-if-they-are-paid-more Deenan, K. (2005). The Most Powerful Position in Retail : How a great store manager can motivate a team and dramatically imrove customer relations - and sales. Gallup Management Journal . Esbjerg, L., Buck, N., & Grunert, K. G. (2010). Making working in retailing interesting : A study of human resource practices in Danish Grocery Retail Chaain. Journal of Retailing and Consumer Services , 97-108. Kong, K. A. (2010). The impact of task and outcome interdependence and self efficacy on employees work motivation : an analysis of the MAlaysian industry. Asia Pacific Business Review , 123-142. Martin, R. (2005, Summer). The Power of Happiness. Rotman Magazine , pp. 5-9. Nawab, D. S., Bhatti, K. K., & Shafi, K. (2011). Effect of Motivation on Employees Performance. Interdisciplinary Journal of Contemporary Research in Business , Vol 3. Savaneviciene, A., & Stankeviciute, Z. (2011). Human Resource Management Practices Linkage with Organizational Commitment and Job Satisfaction. Economics and Management, Vol 16 , 921-928. Teas, R. K. (1982). Performace-Reward Instrumentalities and the Motivation of Retail Salespeople. Journal of Retailing , 4-26. Woodard, G., Cassill, N., & Herr, D. (1994). The relationship between pschological climate and work motivation in a retail environment. International Review of Retail, Distribution & Consumer Research - Vol. 4 Issue 3 , 297-312.