which exists when we perceive the ratio of our inputs and outcomes to be equal to the ratio of inputs and outcomes for a comparison other. Thorpe and Homan (2000, p. 22), 'the major determinant of satisfaction at work is the extent to which workers judge the 'outputs' that accrue from their work (such as pay levels, pay increases, promotions) to be distributed equitably. We are less interested in how far these 'outputs' equate to our 'inputs' (effort, skill, experience, qualifications) than we are in the extent to which the ratio between the two compares with that achieved by others.
Rensis Likert (1976) also saw extrinsic rewards as most important in motivating employees to achieve organizational rewards. According to Likert (1976): 'Motivation is by economic rewards based on goals which have been set in participation'. Likert claimed that in order for organizations to achieve maximum profit, good labour relations and high productivity, every organization must make best use of their human assets. It is through effective human resources management that productivity will be increased. Likert identified the participation - group system which is the optimum solution, were leadership is by superiors who have complete confidence in their subordinates.
Fowler and Lawler (1968) modified Vroom's (1964) expectancy theory and developed process theories of motivation as they consider the relationship between effort, performance and reward for each individual. The principles of the Fowler and Lawler model are as follows:
Employees value intrinsic arising from the work itself as well as extrinsic motivation such as bonus or rewards;
Effort will be increased if employees believe that good performance will lead to the achievement of desired rewards;
Employees must have the opportunity, resources and effective management to carry out tasks;
Expectations and objectives need to be communicated so employees know what is expected of them;
2.5 Staff Retention
Browell (2003, p. 64) simply defined staff retention as ' 'keeping those members of staff that one wants to keep and not loosing them from the organization, for whatever reasons, but especially to competitors'. According to Browell (2003), 'Wages and Salaries are insufficient to maintain staff successfully within an organization in the long term, organizations in retaining staff must introduce a successful staff retention strategy, as there failure to do so can result in demotivated staff and a high level of labour turnover'.
Hannagan (2003, p. 176), states 'A successful staff retention plan must contain a competitive rewards strategy, proper recruitment standards must be set and there must be an effective appropriate selection process, the training and development process must include a good induction process and must have room for development for both the organization and the individual employees. There must be flexible working conditions and ensure the leaders of the organizations have the skills necessary to manage effectively.'
Training and development is seen as an important implementation tool by many authors, according to Hussey (1991) as cited in Maund (2002, p. 440) training and development acts as a motivator and provides the skills necessary for strategy implementation',
In the same vein Buckingham (2000), cited in Hannagan (2003, p. 176) employees are more likely to
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