Strategy for the Use of Coercive Power and Reward in Employee Performance Management
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Abstract
Employee performance management is a strategic challenge in modern organizations, particularly in the context of utilizing power as a managerial tool. The urgency of this topic lies in the importance of understanding how coercive and reward power can be effectively used to drive productivity and workplace discipline. This study aims to analyze the strategic use of coercive and reward power in managing employee performance and to evaluate the effectiveness of its application. The research employs a library research approach with a descriptive-qualitative method, based on the analysis of academic literature and secondary data from previous studies. The findings indicate that coercive power is effective in maintaining compliance and discipline, while reward power plays a crucial role in enhancing employee motivation and loyalty. The main conclusion emphasizes that a combination of both powers, when applied proportionally and contextually, produces a more optimal performance management system than relying solely on one type. This study contributes theoretically to leadership theory development and practically to designing power-based performance management policies. Future research is recommended to adopt a quantitative approach and field studies to measure the real-world impact of these strategies across various industry sectors.
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