Managing Performance of Engineers

Abstract

Performance is determined by an individual's abilities and motivations interacting with the work environment. Performance is more than productivity and includes interpersonal skills and teamwork as well as membership behaviors. Managers impact performance by responding to individual differences, increasing motivation, guiding group development, and controlling organizational systems. Effective management requires motivating desired behaviors, supporting education and training, and developing group and organizational capabilities. Motivation theories include needs, reinforcement, expectancy, equity, and goal‐setting. These theories seek to explain the direction, intensity, and persistence of behavior. Different motivational techniques may be effective in increasing the effort of different individuals in different situations. Performance‐related issues include feedback, pay as a motivator, and the relationship between satisfaction and performance. Management of the performance of engineers (and all other employees) requires matching individual abilities and motivations with the development and goals of the organization.