A production manager is concerned about the low output levels of his employees. The articles that he read on job performance frequently mentioned four variables as important to job performance: skill required for the job, rewards, motivation, and satisfaction. In several of the articles it was also indicated that only if the rewards were valent (attractive) to the recipients did motivation, satisfaction, and job performance increase, not otherwise. Given the above situation: 1. Define the problem. 2. Evolve a theoretical framework. 3. Develop at least five hypotheses.

The main problem, based on the give scenarios is inability to know what sufficient rewards constitutes.

I have explained each question separately, have a look below.

Step-by-step explanation

Question 1: The main problem is determining what valent (attractive) entails. Employees at work are attracted to different levels of rewards.

Question 2: rewards and performance can have a direct relation, only when other factors such as leadership styles and working environment are intertwined. This can best be explained by the theory of Performance.

Question 3:

H1: Reward given does not trigger motivation

H2: Manager's leadership styles demoralizes output

H3: Intrinsic and extrinsic motivations are not well balanced

H4: Job satisfaction does not overlap the rewards, hence no commitment to work

H5: A multitude of other other facts such as training and internal operating procedures hinders output.