TITLE

MOTIVATING THE MIDDLE

AUTHOR(S)
Voyles, Bennett
PUB. DATE
May 2006
SOURCE
Corporate Meetings & Incentives;May2006, Vol. 25 Issue 5, p12
SOURCE TYPE
Trade Publication
DOC. TYPE
Article
ABSTRACT
The article focuses on the strategies to be followed by companies for the motivation of their midrange performers. Structuring a program to motivate the mid-level performers is partially art, and partially science. According to Michelle Smith, vice president of business development for OC Tanner Co., keeping goals manageable is important. Most traditional programs focus on top performers' production, but in any given year, there may be a greater number of smaller improvements in the midtier. Rather than looking at group performance, a contest targeted toward the middle performers should focus on people exceeding their personal targets. INSET: Merchandise for the Middle.
ACCESSION #
20920463

 

Related Articles

  • REVIVE RECOGNITION. Nelson, Bob // Credit Union Management;Feb2005, Vol. 28 Issue 2, p36 

    Looks at formal recognition programs in the workplace that tend to decline in terms of improving employee morale and performance. Inability of recognizing years of service to motivate employees; Irrelevance of the recognition practice, employee of the month; Impracticality of attendance awards.

  • Where's My Cheese? Moore, Patricia // NZ Marketing Magazine;Dec2007, Vol. 26 Issue 11, p46 

    The article focuses on incentive programmes for motivating employees. It relates the declining value of cash rewards as an incentive/motivator to employees. A recent survey by the Incentive Federation indicates 65 percent of executives believe incentive programmes using travel and merchandise...

  • A Goal Is a Dream with a Deadline. Zimmer, Ron // Information Executive;May/Jun2003, Vol. 7 Issue 3, p1 

    Since 1973, Robert E. Nolan Co., a management consulting firm specializing in the insurance and financial services industries, has helped clients achieve measurable improvements in service, quality, productivity and costs. Nolan's experienced industry specialists deliver proven results through...

  • A Goal-Energy-Effort Requirement Model of Work Motivation. Wofford, J. C. // Academy of Management Review;Apr1979, Vol. 4 Issue 2, p193 

    A model of work motivation is presented that postulates the following five variables as determinants of the force to perform: (a) Task Goal Level, (b) Task Goal Specificity, (c) Task Goal Commitment, (d) Energy Potential, and (e) Perceived Effort Required. Propositions for the model are...

  • The folly of stretch goals. Markovitz, Daniel // Management Services;Winter2012, Vol. 56 Issue 4, p34 

    The author discusses objectives in management and argues that stretch goals are an ineffective managerial practice. According to the author, stretch goals are demotivating for employees and provide incentives for unethical behavior. In contract, small, attainable goals with visible results can...

  • Hierarchical Representation of Motives in Goal Setting. Bagozzi, Richard P.; Bergami, Massimo; Leone, Luigi // Journal of Applied Psychology;Oct2003, Vol. 88 Issue 5, p915 

    The authors developed a framework for thinking about motives in goal setting. The reasons for choosing a particular goal are represented in a hierarchical network of motives. To uncover context-specific motives and their interconnections, the authors propose a procedure based on the...

  • Initiation of Structure and Subordinate Satisfaction: A Path Analysis Test of Path-Goal Theory. Dessler, Gary; Valenzi, Enzo R. // Academy of Management Journal;Jun77, Vol. 20 Issue 2, p251 

    Both correlational and path analysis procedures were used to test the hypothesis that the initiation of structure-job satisfaction relationship would be mediated by occupational level. Separate analyses for supervisors (n =26) and assemblers (n = 45) did not confirm the hypothesis. Support, in...

  • A MODEL OF THE DIRECT DETERMINANTS OF PERFORMANCE OUTCOMES. Carlson, Kevin D. // Academy of Management Proceedings & Membership Directory;2000, pF1 

    Performance is the central construct in industrial and organizational psychology, yet our conceptual understanding of individual performance as indicated by current performance models is quite limited. Many of these models of individual performance (a) force us to define performance as either...

  • A Psychological Success Cycle and Goal Setting: Goals, Performance, and Attitudes. Hall, Douglas T.; Foster, Lawrence W. // Academy of Management Journal;Jun77, Vol. 20 Issue 2, p282 

    Based upon a model of the causes and effects of psychological success, the following series of relationships was predicted for participants in a simulated management exercise: goals → efforts → performance → psychological success → self-esteem → involvement...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics