Runninghead: PERFORMANCE AND PRODUCTIVITY 1

Performance and Productivity

Name

Institute
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Performance and Productivity

The productivity and effectiveness of a workplace is directly related to the

performance of the employees. Performance management holds a pivotal position in

the field of public administration in this regard. Choosing a specific dimension of

performance for the basis of development and reward has a long-term affect on the

current and future performance of a public sector organization. Several theories to

increase employee performance have been put forward, based on the perceived

relations between dimensions of performance and the performance of the organization

as a whole. These theories may be given exclusively in the organization documents and

evolve over time, (Blumberg, & Pringle, 1982).

 Behavior based Motivation Theory

It states that the behavior of the employee has a direct link to the results of their

actions. The behavior of the employee is assessed and responded with negative

reinforcement, positive reinforcement or punishment. Reward or positive

reinforcement in response to good behavior results in the rise of morale of the

employee. The notion of reward for quality behavior, results in higher performance

by the employee.

In a public sector organization, the notion for reward based on superior behavior

and performance results in the employee performing to a higher standard. Rewards,

such as increments and bonuses have a very positive impact on employee

performance.

 Equity Theory
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Developed by John Stacey, it is based on the idea that the potential of reward for

the employees is directly proportional to the effort they need to put in the task.

The rewards offered are equal to the employee effort to achieve equity. The

employees, in turn, are also concerned with other employees’ rewards, as well as

their own. Rewarded employees tend to be highly motivated to continue

excellently performing on the job.

As a practical example, two employees working on the same job

description are assessed and rewarded on the basis on their individual efforts.

 Goal Setting Theory

This theory pays attention on the employee on a personal level. Presented by

Edwin Locke in 1968, the goals established individually by the employee, play an

essential role in his motivation for higher performance. The employees upgrade

their performance in case of failure to achieve the goals, (Gagné & Deci, 2005).

This results in higher performance by each employee to increase the overall

performance of the organization.

The management in a public sector organization calls periodic meetings

with the employees as a practical application of this theory. They set objectives,

assess the achievements against the objectives and evaluate the competence of

the employees.

 Expectancy Theory

This theory has been put forward in 164 by Victor Vroom. It is based on the concept

that employees modify their behavior within the organization based on the awaited

satisfaction of their established goals. Hence, the employees reform their behavior in
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such a fashion, which is most probable to pave the way for the achievement of these

goals. The basic principle of this theory being that performance is closely related to

expectations regarding a future eventuality.

As a practical application of this theory, the management, with measures such as

counseling or psychological evaluation, assesses that whether an employee prefers

extrinsic or extrinsic rewards. The management then develops the remuneration

accordingly. The management then needs to fulfill the promise of reward and assure

the awareness of other employees of this fact.

In the end, it is safe to say that recognition has a direct impact on the employee

performance. The self-efficacy of the employees is enhanced by recognition and

reward.
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References

Blumberg, M., & Pringle, C. D. (1982). The missing opportunity in organizational

research: Some implications for a theory of work performance. Academy of

management Review, 7(4), 560-569.

Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation. Journal

of Organizational behavior, 26(4), 331-362.