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Motivating Employees ✽ CHAPTER 12
Motivating Employees ✽ CHAPTER 12
Short case study on motivating employees
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Reward Based Programs Reward based programs within an organization has become a priority not only for both managers and human resource specialists. In fact, organizations that create and offer reward based programs often find employee moral higher which results in higher productivity and engagement. The purpose of a reward program is to identify the staff members who have excelled in specific areas of the company and encourage all employees to also excel in their specific responsibilities. Furthermore, by offering a reward based program, organizations will additionally retain employees for longer periods of time which increases productivity and lowers overhead costs associated with training and hiring new candidates. To create a rewards based program, HR departments should first create an effective system to measure and evaluate employee performance. Next, HR should determine what types of rewards will be offered and how to distribute the rewards. Finally, review the program to determine any risks or additional benefits of the program. Measuring and Evaluating Employee Performance In order to create an effective rewards program within an organization, one must find the right mix of incentives to …show more content…
The recognition committee will identify what type of award themes the program will recognize that complements the employees and the departments in which they work. For example, award themed recognition could be for employee excellence, outstanding performance, employee of the year or excellence in customer service (ATM, 2018). Furthermore, the committee will need to identify award eligibility, funding, frequency and selection processes when creating the criteria for the program. Possible components for eligibility could
Employers have been coming up with innovative employee rewards to boost morale and acknowledge employee needs for creativity and personal goal accomplishment. Some of the latest potential employee rewards include using the internet at work for personal reasons such as shopping, communicating with friends, or personal finances; bringing a pet to work; instituting a controlled napping policy, and the sports and office betting pools..
There are many traditional and non-traditional rewards. Aflac uses to meet the organizational objectives. Aflac supports a total reward program. These programs begin with employee need assessments. Employee surveys focus on group help and improve the employee retention. It is well known to help solve many issues and identify marketing initiatives as well as employees along with
Overall, the score of the article is a 95 out of a 100 because the author, Carol Patton was able to lure me into reading her entire piece. Additionally, after reading the article, I felt that I gained a bit of knowledge on the importance of reward programs and how it should be a “must have” in the work environment.
"A simple thing such as giving a employee a little reward for outstanding performance for a month or a year could help motivate other employees to want to do better so that they could have the chance to be recognized for their outstanding work.
Lastly, the employer should do regular evaluation of the employees performance on the particular post assigned to make sure that he or she is doing all the task assigned properly so as to be able to achieve the company’s objectives.
Performance related pay is a financial reward given to employees whose work is considered to have reached a required standard or is above average. “PRP criteria can relate to the individual employee, to work groups or to the organization as a whole” (Armstrong, 2002). It is fair to provide people with financial rewards as a means of paying them according to their contribution (Armstrong 1993:86). The primary purpose of performance related pay in any organization is to recruit, retain and motivate the workforce. It also helps in focusing employees’ minds on particular goals (Protsik, 1966); communicate to employees an organization’s core values, and change the culture of that organization (Kessler and Purcell, 1991).
Because reward distribution systems have major effect on the ability of organization for employing, generating and maintaining motivation in potential employees and consider as the main reason of access to great
Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.
Reward and recognition has to be promoted for small and large achievements. An effective reward’s program keeps employees engaged, dedicated, and committed to the organization.
Reward systems have been evolving and growing throughout the years, but there are many types that have always been there. Base pay is the most common, which is an employee’s base wages and salary that they are paid on hourly, weekly, monthly, or annually (Luthans, 2011, p.94). Merit based pay is another type of incentive, which rewards and motivates an individual to perform their jobs to the standards of their employers. According to the text Organizational Behaviors, by Fred Luthans, there are three other options for paying an employee for their performance: individual incentives pay plans, using of bonuses, and the use of stock options. Individual based pay plans are based on the employees output and/or quality. Some organizations use bonuses as incentives to their employees. These are offered sometimes as op...
Employee compensation and reward systems have undergone a couple of paradigm shifts since inception. Reward systems were traditionally compensation based and focused on the individual or the position (Beam 1995). After a recession in the early 1980's, employers turned to performance based models in an attempt to save money while still rewarding top performers (Applebaum & Shapiro, 1992). Today, the most successful organizations are using a total reward model, a hybrid of the performance based model combined with strategic human resource management planning to create reward systems that both benefit the employee and help organizations realize their operational goals (Chen & Hsieh, 2006).
Many employees lose motivation if not considered deserving of merit rewards, which directly affect performance. Employee’s say the criteria used to measure performance is highly subjective and unfair. Consequently, favoritism when rating employees can create major problems within an organization. This makes other employees unmotivated; they feel insignificant, causing low morale, because no matter how high they perform, they never meet the standards. Unmotivated employees produce less and do not substantially contribute to the organization. The inconsistencies with the appraisal system used for merit pay causes a higher degree of employee conflict, which directly affects productivity. Often personal goals may become more important than team goals, which is not beneficial to the company and affects team unity. Developing an accurate performance appraisal system where assessors are properly trained and objectives are clearly spelled out and discussed with employees can alleviate many
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective
Establishing compensation practice requires for specific goals to be considered such as employee retention, compensation distribution and budget analysis. Organizations must balance each of these goals and also remain competitive in order to motivate employees and maintain fairness in the compensation program.
The foundation for effective job performance and compensation system can be traced to effective job analysis process. Fundamentally, a job analysis should consist of a thorough examination of the job 's duties and knowledge, skills, abilities, and qualities that are required in order to be successful in a specific position, upon which appropriate rewards or compensation can be determined. For many perspectives, jobs are usually made up of requirements and rewards, where rewards may be regarded as a major recruitment strategy for motivating potential employees in order to influence them to stay the organization for a longer period as well as enhance their performance. The most common or basic form of rewards which attracts employees is extrinsic