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Final Paper Gregory Hilgendorf Organizational Behavior BUS 7000 Jennifer Schoenwetter August 18, 2012
. Employers must find ways to encourage their employees to be more effective and happy with their work.Final Paper 2 Abstract The following paper is discussion of non-monetary and monetary rewards in the workplace. The most effective way to fester and promote better working environment and to have employee who will work harder to get their job completed with speed and accuracy would depend on the reward system that their employers offer them. That it is critical that employers use an effective rewards system to encourage and reward employees for behaviors that they are able to exhort.
This reason behind this would be younger workers are raised during an era of rapid technological changes. and job enrichment activities and duties of the employees. That these non-monetary rewards include formal and informal acknowledgment. There are other types of rewards and recognition could be less tangible. Moreover. and . it is important that businesses must constantly have the adaptability for their strategies and goals. That in today’s competitive global market has produced flatter. younger workers have different expectations when it comes to work versus their parents (Thomas. That the act of reward is something that increases the frequency of an employee action. 2009). and faster access to data. management is looking to find ways to give their work force more duties as they try to optimize their workforce. this ensures that employers are able to this will ensure that the employer is able to encourage their employees to improve their performance. such as rewards that are materialistic. The role of rewarding employees is the oldest and most widely accepted way of improving worker moral and performance (2013). In addition. That through the organizational upheaval of mergers and acquisitions with the rapid evolution of productivity tools and technologies. the most critical but overlooked dimension of this process of renewal would be the impact of organizational change on how to reward and motivate their employees. Management would must ensure that their systems of reward and recognition are carefully aligned with overall strategic and values and goals of the organization.Final Paper Rewards and Recogintion in Today's Global Economy 3 In today's dynamic global environment. The type of rewards that the employees receive from their employer will have various levels of effectiveness. but effective. more responsive organizations requiring employees to use better judgment and initiative to a much greater extent. That if these systems misaligned with the objectives can result in behaviors not anticipated and desired by management it is critical that the type of rewards and recognition have direct costs that are associated with them.
and therefore the employees’ value extrinsic rewards as the only motivational tool that was used within the organization. These are popular among employers because they are able to align the money and other rewards with the goals of the organization and the employees (2013). This can be viewed as a tool since it allows individuals the ability to secure goods and services and it can be viewed as a never ending desire to acquire more because of the addictive nature of money (2013). Extrinsic and other monetary rewards have a play a dominate role in earlier eras. Extrinsic rewards are those that management offers tangible rewards that are given to their employees. The work that these individuals often were provided with minimal intrinsic rewards. In addition. when work was more routine. or some could view it as a necessary evil because they want more than they need. Some examples of these would be pay raises. In contrast. This is often true of employees who have higher earning pay tend to have higher job performance because they perceived themselves as being highly valued within their organization (2013). Others could view it as a source of safety. and when complying with the regulations was paramount. intrinsic rewards are psychological rewards that employees get from doing meaningful work and performing it well (2013). Employees' views on money vary because some would view money as a status symbol and prestige. . Management must be able to look at the various rewards that they offer their employees that it can be broken down into two groups extrinsic and intrinsic. bonuses. 2009). Furthermore there is deep motivational effect that money has because of the inherent and symbolic value because of amount of goods and services that employees can secure (2013). bureaucratic. they are external to the work itself and other people control their size and whether or not they are granted. and benefits.Final Paper 4 respond to work that is meaningful allowing them to learn latest skills. and they find their own way of accomplishing tasks (Thomas.
money is much more than an exchange between employers and employees. Furthermore. 2009). and the person is doing the actives is knowledgeable (Thomas. Furthermore. management must be able to follow critical steps requiring their employees to make judgments. it full fills a variety of needs and emotions and that shapes a person's self-concept (2013). competence of their performance. This can cause employees who under-perform to feel jealous and hate those employees who are high producers. . determine the most effective way of resolving the issues. That these judgments must have meaningfulness of their purpose. In addition. committing themselves to a meaningful purpose. Employees find ways by adding value. but they also compete against their co-workers. leading to increased performance. management must also be able to determine which reward system that they want in place that will ensure continue success with their employees. This type of competitive can improve the organization because employees are striving to acquire more wealth which is based on their performance. In order for self management to be successful the following factors come in play. Judgments done by management are keys in determining their employees values and effectiveness of their efforts and contributions they are making. 2009). Management must also understand the nature of their employees’ work. and progress that is being made toward the objectives and goals of the organization. who is asked to by management to self managed by using their intelligence and experience to direct their work activities while working towards the organizational goals.Final Paper 5 Employees have social distinctions which are consistent with the employee's internal drive to acquire more. a degree of choice. using a variety of different tactics when trying to meet the consumers’ needs (Thomas. because they must be able to be innovative.
and artistry on how well they handle these activities (Thomas. would be a sense of meaningfulness. This will will also ensure that there is convincing signs that things are working out. pride. this ensures that employees have a feeling that they are competent in the work that they have been assigned to do. Those who have high rewards levels are able to demonstrate higher levels of concentration and receive higher evaluations from their employers (Thomas.Third. and they level of worth in the organization (Thomas. The first. employees would have a sense of competence. These rewards act as ways of reinforcing employees to actively self-manage and are more engaged in the work that they do on a daily basis (Thomas. employees will have a sense of progress. 2009). Employees will put in the effort of tracking their accomplishing something. In addition. and producing high-level work. 2009). 2009). employees will make judgments that are associated with a positive emotional charges. they will give the employees a sense of ownership over the work that they are assigned to do (Thomas. This is critical to understand the impact of intrinsic rewards have have on employees. Intrinsic rewards can also be broken down into four different descriptions that employee's view. 2009). 2009).Final Paper 6 When there is something positive. would be a sense of choice this will allow employees to determine how they will accomplish the task that they have been assigned. These levels of rewards are as predictors to level of employee retention. When employees get appraised by their employees for meeting their goals. That those who have high levels of retention are those who are energized and capable of self-managing themselves versus those how have low levels are more than likely to feel displaced with the duties that they are assigned to do and require more management intervention . 2009). Fourth. Second. These charges have intrinsic rewards that are associated with them that employees work towards. giving employees the confidence in the choices that they have done and confidence in the choices that they will make in the future (Thomas. these involves the importance of purpose they are trying to accomplish. that employees will have a sense of satisfaction.
In order to look at the effectiveness of the intrinsic reward in the organization. 2009). but taping into the organizations effort to earn a profit (Thomas. Furthermore. 2009). employees can experience lower stress and increased levels of job satisfaction. By doing this it will lead to developing a culture of engagement that incorporates training centered around intrinsic motivation and employee engagement into management development programs (Thomas. this will allow employees to see what the organization stands for doing work that matters and ensuring that it is down well. that this involves human resource department and upper management. They would need to have rewards that have meaningful purpose. employees who have high levels of intrinsic rewards speak highly of the organization's products and services to friends and family. This is also an important source of motivation for employees. and have a sense that they are developing professionally (Thomas. In order to have an overall effective approach that management must be able to target every employee. by doing this it supports a culture of high engagement. 2009). Employees with high reward levels experience more positive feelings than negative feelings. In addition. This is done when managers are in touch with their own their own intrinsic rewards and and learning who to support the intrinsic rewards of their employees (Thomas. That this need to be meaningful with purpose involving more than profit. 2009). 2009). Another facet requires management to convey the same message to down. That management must underline the importance of the contributions done by their employees. Management must have the ability to recognize the role of intrinsic rewards and their own internal motivation of themselves and their employees. The culture of any organization must have an effective reward system in place in order to build a culture that supports high levels of engagement and intrinsic rewards. that .Final Paper 7 (Thomas. That these contributions also leads to value that drives the self mangement of the employees.
the employee would be able to continue to improve. One example of this would be when an organization relies on a brand development campaign that aligns to rewards to create an environment of innovation and trend setters that are able to add value to their products. That in order to make sure that the rewards is producing the effect that management is looking for.Final Paper 8 management must have a ways off measure the effectiveness. It is important that management finds offers a variety of ways to reward desired performance and ensures the likelihood those employees would be able to increase the likelihood that the employee would be able to repeat the same actions (Zigon. In addition. management most has the flexibility and to offer rewards at various cost levels to find the rewards that are align with the internal motivation of their employees. The use of non-monetary rewards and recognition used by management can be a powerful and motivating tool that can keep employees engaged. Furthermore. that companies like . 1998). Furthermore there is a positive effect that can be seen with organizations that are able to retain high performing employees. in house medical facilities. Firms also find ways to keep outstanding employees in a smaller pool of highly qualified employees. and do it more frequently that it would have been without interventions as long as they have be condition to do so. That this key that management is able to do this successful by having a reward system that is aligned to organizational goals and objectives. There is evidence that shows that non-monetary recognition are an important factor when retaining employees and improving performance. improve their satisfaction. that they must be able to get to know their employees and know their preferences (Zigon. Some firms are able to do this by offering their employees a variety of perks such as days off. 1998). failures to do this would result in disconnect among employer and employee (Allen and Helms 2002). This will show managements the level of engagement in your organization and allow you to recognize improvement. and help increase their morale (Keller 1999).
In addition. It is important that management finds offers a variety of ways to reward desired performance and ensures the likelihood those employees would be able to increase the likelihood that the employee would be able to repeat the same actions (Zigon. Furthermore. The rational is that the type of recognition employees appreciate most is to be recognized by those who they work for. 1998). most people value recognition that is genuine and timely matter. management most has the flexibility and to offer rewards at various cost levels to find the rewards that are align with the internal motivation of their employees. and adds variety to their employees' work. those employees felt that it was critical that they are able to receive appraisal and recognition for the work that they have done (Nelson 2004). Management must also able to provide their employees developmental opportunities. Management also demonstrates high levels of trust in the abilities of their employees. and they also feel that they are gaining new skills and experiences. management can also have other tools such as performance production evaluation and other developmental plans to help identify strong candidates for developmental opportunities. such as working on special projects. or being assign them additional task. and do it more frequently that it would have been without interventions as long as they have be condition to do so. the employee would be able to continue to improve. the importance of regular expression of recognition and appraisal done by management increases the likelihood those employees are able to reach their personal and company goals (Allen and Helms 2002). This can be a powerful tool since employees who are part of special projects seem to believe that management values their work and ethic. That in . Furthermore. In addition. The most effective non-monetary rewards are the most effective would be employee recognition. Furthermore.Final Paper 9 Walt Disney have collected data and has documented the success of employee recognition programs (Lynch 2003). In addition.
The company also rewards employees who go above and beyond the normal duties. This is provides fellow employees motivation to make the strives to be featured and do what they can to . The company hires over five thousands employees at its one hundred forty four campus throughout the nation and have thousands of students who attend those locations. Upper management at the corporate levels has a variety of rewards are used to retain key talent. and encourage the employees to stay longer with the organization. the company offers stock option plans for their employees. Even though this is the another extrinsic award. allows for the company to have an highly skilled and educational workforce.Final Paper 10 order to make sure that the rewards is producing the effect that management is looking for. TITTechnical Institute. The reasoning behind this encourage employees to take step to have healthier and active lifestyle. these allows the company to offer affordable tuition to their employees as well as furthering the skill set of their employees. the amount is based on tenure and what role the employee has in the organization. which can be determential for any organization to trying to find ways to recouple those losses. this is the company's attempt to retaining employees. These principles can be seen in an organization such as the one that I work at. The company also offers a variety of health and wellness benefits and programs for their employee. 1998). Without this in place the company would lose thousand to millions of dollars in productivity. to receive recognition throughout the organization and have articles that they featured on the company's employee portal. In addition. who has a history of educating individuals. and reduces the amount of absenteeism caused by illness related to poor health and poor diet. that they must be able to get to know their employees and know their preferences (Zigon. They do this by offering discounted tuition and tutition reimbursement programs to employees. This would provide the company with a competitive advantage because with the additional education that their employees receive.
They must utilize a rewards system that focuses on intrinsic rewards in the workplace to ensure future success in the organization.Final Paper 11 give themselves and their campuses recognition. That rewards system that has a focal point of reward and recognition are inexpensive to give. Non-monetary rewards have a greater impact that allows for the reinforcement of positive behaviors and employee performance and performance increase due to improved employee morale. The company will try to find new ways of giving their employees more in the future without impacting the organization's bottom dollar. which allows for employees to make and effective contributions that have meaningful purposes. Management must not underestimate these rewards because they can not to use financial rewards as key factors to motivating people. . Intrinsic rewards allow for a strong bond to exist between the employer and employees. Employees are more motivated to higher levels of job performance when they have received positive recognition from their peers and direct supervisors (Keller 1999). That they must develop a system that is aligned with their employees’ needs and organizational goals and objectives. but are perceived by their employees and peers as priceless to receive. Management must be able to use a creative approach when developing a rewards and recognition system for their employees.
& Helms. Everything You Thought You Knew About Recognition is Wrong. Retrieved from: http://www. Retrieved from http://onlinelibrary. 55 (13). M.iveybusinessjournal. (Fall 2002).). San Francisco: Jossey-Bass Pfeiffer. J. (December 1. R.com/topics Zigon.com/article/SB107153030472527700. (December 16. Retain Employees. New York.. Motivational Systems.thefreelibrary..Final Paper References 12 Allen. (2012).wsj. L. Handbook of Human Performance Technology. Wall Street Journal.wiley..qst?docId=5000638773 Dunham. (2009. Keith. J. Gifts to Reward. (1998). B. (January 2004). Retrieved from http://www. (Eds. Retrieved from http://online.-a0111737821 Nelson. Kenneth. K.com/topics/the-workplace/the-four-intrinsic-rewards-that-drive-employee-engagement Lynch. Retrieved from http://www.. M. Journal of Business Strategies. Keeps. 2003). & Von Glinow. .com/googleScholar. Organizational behavior (6th ed. Stolovitch & E...questia. (December 2003). Retrieved from http://www. (1999).html Keller. Career Journal: Companies Offer Spa Days..1002/pfi. L. Keeping The Best: The Difference Between Retaining and Losing Top Staff Talent is Leadership. NY: McGraw Hill.iveybusinessjournal. Rewards and Performance Incentives. T. Employee Perceptions of Relationships Between Strategy Rewards and Organizational Performance.workforce.com/doi/10. 2009).com/article/20040127/NEWS02/301279998 Thomas. Association Management. Workplace Management. The Four Intrinsic Rewards That Drive Employee Engagement.) The Four Intrinsic Rewards That Drive Employee Engagement. J. K. S.4160331003/abstract McShane.com/Keeping+the+best%3A+the+difference+between+retaining+and+losing+top.D.). In H. T. Retrieved fromhttp://www.
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