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Reward systems to motivate employees
Employee Rewards and Recognition
Employee Rewards and Recognition
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Turnover is one of the most imperative issues to organisations. Turnover is representing the movement of teachers out of the school to seek out a replacement job with another employer. When new job draws in representatives and pulls them to leave the old one. So, each school ought to endeavour to draw in and hold the best and right quality of the teachers. There is various factors impact the movement of teachers within and out of the job. This study thus specifically looked at factors for accrued teacher turnover within the school.
Compensation and benefits are essential to employees in any organisation because it is to meet their needs for necessities in life. Compensation and benefits are therefore used to encourage employees in the development of skills as Vandenberghe & Tremblay, (2008). Researchers have consistently found that teachers who were paid lower salaries were more prone to leave than those who were paid higher pay rates. When the employees compare their pay within their organisation and across different organisations caused the
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(2004). Research literature recommends that the primary reasons teacher turnover leave their job is because of the poor relationship with school management, lack of opportunity to teach effectively, poor communication, student discipline, and less appreciation of teacher’s hard work,. The job satisfaction is also associated with teachers’ commitment in their tasks. The impact of heavy workload makes a lot of grievances from teachers. Ishak (2004) cited that job satisfaction related to emotional reaction, feelings of preferences or dislikes an employee have towards an employment. Whenever a teacher gives the interest in work and show the positive feelings, therefore the outcome of the work will be satisfying and more contributions. Therefore, better respect, status, and working conditions are necessary to provide the job
In 1969, Donald H. Meichenbaum, Kenneth S. Bowers, and Robert R. Ross replicated a study of the remarkable Expectancy Effect study from Robert Rosenthal. Rosenthal had conducted numerous studies with a hypothesis of confirming that one person’s expectations affect another’s behavior, which is also referred as the self-fulfilling prophecy. This hypothesis was also used by Meichenbaum, Bowers, and Ross in their experiment. Under the Behavioral Analysis of Teacher Expectancy Effect study, 14 adolescent female offenders were examined over a period of a month. Six were chosen to be identified as “late bloomers” to their four teachers. During the study, the late bloomers improved significantly higher on objective exams, but not in subjective. However, their behavior in class improved as well. The observations of the teacher-pupil interactions during the 2 week expectancy period revealed that the instructions affected significantly and increased on the positive interactions among the late bloomers. The study conducted by Meichenbaum, Bowers, and Ross has several differences than Rosenthal’s study. Firstly, they created a different study with only 14 female adolescent offenders that were institutionalized in a training school. Secondly, the training school had limited time of two weeks under expectancy effect. Therefore they were graded based on objective test, subjective tests, and measures in their behavior instead of IQ change. Thirdly, the teachers had known the students prior to the study and had created their own expectancies of the girls’ intellectual capabilities. The study may have several differences, but the general aspects of examining the behavior of teacher expectancy and the effect of the academic performance on the adolesc...
Teacher dispositions consist of the teachers’ values and beliefs regarding the teaching profession and about the children. National Council for Accreditation of Teacher Education (2007) identifies the dispositions as:
Some people believe merit pay creates competition and favoritism. They seem to think school systems will pay some teachers more than others and create a “battle” for money. In Merit Pay: Good for Teachers? By Gary Drevitch, one interviewee states, “I know it’s worked in some places, but I shudder at the idea of teachers being in competition with each other.” None of these problems will occur if school districts implement a successful, unbiased system. Another issue society presents when it comes to merit pay comprises of differentiating a “good” teacher from a “bad” teacher. School districts can easily evaluate a teacher’s ability to educate students by the work teachers put into helping students. Student’s reactions to a teacher’s class can also help evaluate teachers. More often than not, students will love a class where the teacher clearly demonstrates lessons, explain procedures, and adds elements of fun. On the other hand, students typically dislike classes where the teacher only comes in for a paycheck. This attitude is displayed by their lackadaisical teaching style. Other people argue that money should not be the reason why people go into teaching. Richard Barbieri, author of Merit Pay? argues that money is not an external motivator, but the substance of a teacher’s motivation. Financial incentives will cause employees to work harder
Employee turnover costs are very costly to a company. Turnover not only affects the bottom line but also affects the company’s morale. We are analyzing the problems within our company that are causing our employees to become unsatisfied with their job. Then we are going to find solutions. And then do the cost estimates of the turnover costs and the turnover savings after our solutions are implemented.
Researchers approaching the study of teacher retention using a cost-benefit theoretical framework from the field of economics believe teachers make choices to stay in their current positions, migrate to new positions in different schools either within or across districts, or leave the profession altogether by weighing opportunity costs. These researchers envision teachers comparing the costs, both overt (salary and benefits) and hidden (working conditions, family ties to the community, etc.), with the benefits of staying in their current positions (Grissom, 2010). When costs outweigh benefits, teachers choose to migrate to new positions or leave the profession.
The removal of tenured teachers in our public schools are governed by the Teacher Tenure Act 168.102 to 168.130, which lays out procedures that provide our local school boards with the requirements of due process. There are two ways a school board may terminate the employment of a teacher, dismissal or nonrenewal. Dismissal deprives a teacher of property and so it must provide the teacher with due process. Nonrenewal only applies to probationary teachers, subject to the Tenure Act who have not attained tenure yet. (School Employment Law p436).
A number of motivational theories explain how rewards affect the behavior of individuals and teams. Performance related pay can have a motivational effect. Employees are motivated to increase prod...
According to this research the pay performance-based compensations were first started in England in 1710, with devastating results, and teachers also become obsessed with the system’s financial rewards and punishments.
Because of this, many employees tend to leave when they have found a job with higher pay. This increases the training costs for their employees, as they tend to not stay for too long.
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.
Employee turnover in organization is one of the main issues that extensively affect the overall performance of a workplace (Tariq, Ramzan and Riaz, 2013). Various studies show that employee turnover negatively affect the overall efficiency at the organization (Tariq, Ramzan and Riaz, 2013). Xiancheng, (2013) mentioned the employee turnover is a method of personal issues who decided to stop associate with the company for better advantage. There are two types of turnover which are voluntary and involuntary turnover. Voluntary turnover can be defined as the termination of the official and the psychological contract between the employee and employer (Krausz, 2002; Macdonald, 1999; Mclean Parks et al, 1999; Rousseau, 1995) while involuntary turnover inescapably lead to direct negative results such as current job is insecurity, work difficulty, and status fluctuation (Gowan and Gatewood, 1997). However, other researchers such as Haven-Tang and Jones, (2012) concluded poor management, lack of salary, bad working environment and paucity of job opportunities could be the highest causes of turnover among organization. This statement was support by Kusluvan et al., (2010) where is they had stated that poor management, low payment of salary, work environment and lack of employees’ job opportunities on the organization will make employee want to quit from their job. Turnover intention situation will appear when labour had feeling that they want to quit from current job, so voluntary and involuntary turnover will become final stage for them as their decision (AlBattat and Mat Som, 2013) but it is different for researchers such as Mosadeghrad, Ferlie and Rosbenberg (2013) when they conclude that employee turno...
Attracting and retaining the most talented employees is essential for long-term organizational success. An important component to attracting and retaining such employees is the design and implementation of an effective compensation and benefit system. Assuming the role of a highly regarded human resource consultant hired to review, analyze, and revise the compensation and benefit system utilized by my city’s largest employer, Holland Enterprises, this paper presents a revised compensation and benefit strategy that suits the firm. This proposal describes how an effective compensation and benefit system could contribute to organizational effectiveness in the firm, the principle components of the revised compensation and benefit system for the
For example, working conditions, promotions, the nature of the work, benefits, payment etc. determine the satisfaction level of people.In addition to the above factors, Chahal, et al. (2013) identified factors related to workspaces ashaving influence on job satisfaction. Such factors include building design, air quality andtemperature, noise and lighting and others(Goffee & Jones, 2007). Other factors mentioned by the researchers are nature of job, working promotional methods, performance appraisal, relationship with otheremployees and management, grievance handling and so on. Sowmyo and Panhanatham (2011) identified factors such as supervision behavior, coworkerbehavior, pay and promotion, job and working condition and organizational aspect. Otherfactors are interpersonal relationship among the workers, caring for employees and counselingemployees. Factors such as sex, age, education, salary, and experience are found to haveinfluence on job satisfaction of employees(Goffee & Jones, 2007).. In a study conducted by Ghafoor, the conclusionshows that male staffs are more satisfied as compared to females. Moreover, increase in rank,qualification and salary resulted in increased job satisfaction. The finding of the study alsoshows that staffsthat are permanent are more satisfied than those who are not. In addition tothis, staff with PhD’s degrees is more satisfied than the staff with
Around the nation, hundreds of schools are facing the common major issue of teacher shortages. The alarmingly low amount of teachers in the U.S. creates the debate of whether or not students are receiving a quality education. “‘It’s a crisis’ says Bill McDiarmed, dean of the University of North Carolina School of Education. ‘I don’t know who will be teaching kids in the future’” (DeNisco 1). Oklahoma has a plethora of teacher shortage areas, which could be part of the reason why Oklahoma is ranked 48th in National Education (Robson 1). Shortage areas in the sooner state range a large variety of subjects for the 2015-16 school year alone, including, but not limited to: art, elementary education, foreign language, math, music, physical education/health, science, social studies, and special education (Clement 125). Why do educators participate in early termination? How does the lack of teachers affect education quality? What is Oklahoma doing to recruit and replace empty positions? If Oklahoma does not fix its teacher shortage soon, education in the sooner state will continue to spiral downward into failure. This analysis of Oklahoma teacher shortages will evaluate the reasons teachers quit, the effect of their absence, and the various ways their positions are attempted to be filled.
Organizations are working hard in today’s world of business, not only to remain competitive, but also to focus on stability and structure. Employees are the backbone of an organization. It is becoming more important to offer quality HRM programs to staff, in order to support the retention of trained and experienced staff. Employees have always been concerned with salary however, there is a new focus emerging that looks at compensation as a whole entity. Monetary wages are now just as important as other benefits such as paid time off, medical and dental offerings and retirement. This paper will discuss the importance of the total compensation program which includes many aspects, not just salary. Attention must be paid to equal pay, pay