Induced forces are relevant because the impetus to improve productivity is typically provided by the management of the organization. Low profit levels or an inability to compete in the market place are typical
measures assumed to indicate possible productivity problems. As the
concern for improved productivity is communicated downward in the organization, supervisors attempt to influence or induce the workers to improve their productivity. If a worker's spouse believes that the worker
may obtain a raise or a promotion by being more productive, and the raise or promotion will make possible the purchase of desired goods or services or contribute to an increase in peer esteem or prestige, the spouse
will attempt to induce the worker to attain the goal. A worker's spouse
may attempt to influence the worker away from goal accomplishment if the worker, by accomplishing the goal, returns home from work physically
or mentally exhausted, or both, which result in a decrease in the duration and intensity of the worker's interaction with his or her family.
Workers may also be subjected to restraining forces that attempt to
maintain the status quo or to influence the worker away from goal accomplishment.
These restraining forces may greatly inhibit the effectiveness
of any management influence attempt whether it be one of compliance identification, or internalization. Work groups may establish norms as to an expected level of performance. Workers performing below
that level are assisted or encouraged to improve their performance;
workers performing above the expected level are subjected to peer pressure
to reduce their performance to the norm. Adherence to strict jurisdictional
demarcations also serves to restrain worker performance. As
with induced forces, the origin of restraining forces is external to the individual.