According to expectancy theory, employees are motivated by the belief that they can expect to achieve certain desired rewards by working hard to attain them.*Instrumentality: Rewards are explicitly linked to a measurable performance.*Positive Valence: employees value the rewards that are offered to them for desirable behaviors. There were many factors that contributed to LECO's failed attempt at internationalization.
It is evident that Willis ignored a variety of cultural and macroeconomic effects related to his plan.
The company has an open-door policy for all top executives, middle managers, and production workers, and regular face-to-face communication is encouraged.
Workers are expected to challenge management if they believe practices or compensation rates are unfair.
An advantage of a joint venture is that it will allow LECO to experiment with the incentives program on a smaller scale before full implementation.
According to feedback from local sources it seems that the incentives will have to move in the direction of more valued, indirect, compensation.
In addition, there are short power distances between laborers and managers (common cafeteria, no reserved parking, managers work long shifts, etc.) As a result, employees feel that they are being treated fairly.
[Portrait of Dizzy Gillespie, Downbeat, New York, N. Licensed under No known copyright restrictions" data-lightbox="media-gallery-1567832704"*Expectancy: wages based on piecework and an annual bonus gives the average worker the possibility to increase total compensation.
The high levels of productivity common to LECO employees can be attributed to motivation and job satisfaction:*Guaranteed employment: no lay offs since 1948, instead LECO rotates through co.
(skill variety).*Equity: employees earn comparable, sometimes higher, wages than other manufacturing companies.