Kizspigned. If participation and the culture are incongruous, employees are likely to perceive the participation process as manipulative and be negatively affected by it.
KEY POINT THREE
Regardless of whether goals are achievable or well within management's perceptions of the employee's
ability, if employees see them as unachievable they will reduce their effort. Managers must be
sure,therefore, that employees feel confident that their efforts can lead to performance goals. For managers, this means that employees must have the capability of doing the job and must regard the
appraisal process as valid.
KEY POINT FOUR
Since employees have different needs, what acts as a reinforcement for one may not for another.Managers could use their knowledge of each employee to personalise the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions, autonomy.job scope and depth, and the opportunity to participate in goal-setting and decision-making.
KEY POINT FIVE
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