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How to ensure reward management in organizations
Employee motivation impact on organization
The need for an effective reward management system in modern organizations
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Most business organisations worldwide are putting little emphasis on reward systems, particularly with regard to employee motivation. This issue has triggered significant debates in the labour sector and among human resource experts worldwide. On the other hand, organisational behaviour specialists like Herzberg and Maslow through their theories argue that reward systems have the potential of significantly impacting employee performance, and in turn organisational performance.
This study aims to examine the significance of reward systems, especially in employee motivation, in an effort to highlight major components of a successful reward system. The three research questions, which have been selected to examine the importance of rewards on employee motivation and factors that motivate employees include: One, what is the importance of rewards in employee motivation? Second, what makes employees de-motivated, and what are the impacts of such employees to an organisation? Third, is there a connection between employee motivation and performance?
In this study, the researcher has used a survey study, which involved the use of interviews and questionnaires targeting employees of Micro Commercial Components, to evaluate the research questions. Besides that, the researcher has used credible secondary materials to gain full insights to the research topic within the chosen company. The combination of primary and secondary research was used to form conclusions of this study, with an intention of highlighting what makes a successful reward systems, and key features of such systems in advocating for employee motivation in organisation.
Finally, the conclusions of this research are based on not only the literature review, but also on the sur...
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...mployee Engagement. California, Super Star Press.
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In a business or a workplace, it is essential for the organization, which consists of the employers, the managers, and their employees, to work towards reward programs within the human resources in order to create a healthy and cordial work environment and most importantly, to efficiently achieve business’ goals. In Carol Patton’s (2013) article, Rewarding Best Behaviors, she explains the importance of several companies that are beginning to recognize their employees, not just for the end-results, but for reflecting good behaviors towards the business’ values, such as demonstrating creativity on certain projects, problem solving towards certain issues, and also collaborating with fellow co-workers. Patton stresses that these reward programs could help suffice the overall being of a company as long as the rewarded behaviors correlate with the corporate strategy. Patton expresses that some things human resources must comprehend include “how its company creates success, what drives its business strategy and what behaviors are needed from employees to achieve that success” (Patton, 2013 para. 15). Moreover, the employee would be reflected as a role model for others and perhaps influence them to demonstrate comparable behaviors.
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.
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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...
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
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).
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There is considerable debate over merit pay and the effect it has on employees within an organization. Psychologists believe merit pay is related to the incentive theory of psychology; people respond to rewards and with the proper motivation, it increases performance (Cherry). Employers consider merit pay an effective tool and a form of competition strategy for motivating employees to achieve positive performance outcomes. Many employers ignore the fact that incentive plans may motivate some individuals while others have high work ethics and do not need motivation. The intent of this paper is to discuss merit pay used by companies, the motivational factors on employees to reach high achievement, and the challenges that employees face due
This study examines the performance management and reward strategy used in Unilever to retain and motivate their employees for a long term. Both intrinsic and extrinsic rewards are given to employees to make them loyal and to utilize their skills to further improve the performance of Unilever. Almost all the factors of reward strategies and performance management are discussed and evaluated accordingly. Performance of the employees might be get affected if the rewards are not given to employees, so to motivate them furthermore the Maslow Hierarchy of need theory is also recommended to Unilever to make their employees loyal.
Riordan Manufacturing has been through several strategic changes in its marketing and manufacturing efforts, which have significantly decreased employee retention. In performing an employee survey this decrease in retention has been attributed to a decrease in overall job satisfaction, specifically in the areas of compensation and benefits. Riordan's current rewards program is not based on performance, but instead recognizes aspects, such as cost-of-living increases, seniority, and position despite recent performance data identifying most of its employees as mid-tier performers and a small group that is not performing well at all. With declining morale and work ethic, Riordan's managers want something done about the current system and should keep in mind that in 'Designing and delivering a total compensation program requires a compensation philosophy that creates measurable standards for employees to follow and uses those standards to evaluate employee performance and allocate rewards (Ulrich & Brockbank 2005, p. 23)'.
In any organization, sometimes, monetary schemes doesnot get people involve to pursue work in a certain way, rather it demoralize and threatens the self-esteem of employees. According to Meyer (1975), “the basis for most of the problems with merit pay plans is that most people think their own performance is above average”. The amount may ...