Critically evaluate this statement: Managers who rely only on pay to motivate their employees to higher levels of job performance will always be disappointed n the results.
Pay is one thing that causes many discrepancies within the work
environment. Most employees continue to try and further themselves in
work usually with the hope of better pay; fringe benefits i.e. company
cars, pensions and so on. There are however, those who show “highly
motivated behaviour where economic rewards are low.”[1] This citation
agrees with the above statement, however, throughout this essay I will
sum up where pay can be seen as a good motivator and where extrinsic
benefits fail.
Content theorists such as Maslow and Herzberg look at needs and what
gives people the drive to work. A similar theme arises in the
different theories which on face value seem opposing they all look at
ones desire to work in order to satisfy their needs.
To start, Maslow believed there is a hierarchy as to what makes people
work. The first being for survival. People need basic requirements
such as food, water and shelter. Those in this group are not
necessarily poorly motivated but are purely working to satisfy needs.
The second level of five is for safety reasons i.e. a safe work
environment – job security. Thirdly Maslow believed some are motivated
by the need for social interaction, friendship with fellow colleagues.
This is inclusive of a sense of belonging. Further up the hierarchy
is the need for status. When an employee is made to feel important and
needed in a job this will motivate them to do well. Lastly is personal
ambition called self-actualisation. This is a level of complete
satisfaction.
For Maslow, pay is the lowest in all of the motivators. He believes
you move up the scale towards self-motivation. However, his theory has
been met by much criticism. It can be seen as “patronising and elitist
in terms of the values it expresses.”[2] People can achieve complete
self-motivation from activities they do outside of work i.e.
childcare, for these employees they can have reached a higher order
before satisfying the lower ones. It is also practically impossible to
generalise everyone’s strengths and weaknesses as each person is an
individual. The theory is also often contradicted by research such as
the study by Hall and Nougain. (1968)[3] In reality...
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...r hard work showed in their performance.
In conclusion, the essay has shown circumstances where pay works as a
motivator and where it fails. The overwhelming feeling is that pay is
fine as a short term motivator but when it is used continually workers
can become reliant and it can put pressure on employee relations as
well as encouraging them to work purely for economic reward. Managers
will not always be disappointed with results as explained but there
are other ways to motivate which have shown to produce continually
good results such as job enrichment and making employees feel as
though they genuinely matter. In my opinion, managers who use pay
incentives can achieve good results but from reading the articles as
evidence my advice would be to use them sparingly.
[1] Organisational Behaviour – compiled by A. Beauregard page 201
[2] Organisational Behaviour – compiled by A. Beauregard page 204
[3] This study “examined the changes in needs of a group of people.”
OB – A. Beauregard page 205
[4] Organisational Behaviour – compiled by A. Beauregard page 205
[5] Organisational Behaviour – compiled by A. Beauregard page 206
[6] Harvard Business Review
through the corporate ladder is a great way to motivate employees, overworking might not be the best method, as it can cause burnout and unmotivated employees. Providing low pay and/or incentives to employees is also, in my opinion, not the best way to influence motivational employees who will put forth hard work, and be loyal to the company.
The procedures leading to the acquisition and elimination of agoraphobia are based on a number of behavioural principles. The underlying principle is that of classical conditioning. Classical conditioning is a type of learning in which a stimulus acquires the capacity to evoke a response that was originally evoked by another stimulus (Weiten, 1998). Eliminating agoraphobia is basically achieving self-control through behaviour modification. Behaviour modification is systematically changing behaviour through the application of the principles of conditioning (Weiten, 1998). The specific principle used here is systematic desensitisation. The two basic responses displayed are anxiety and relaxation, which are incompatible responses. Systematic desensitisation works by reconditioning people so that the conditioned stimulus elicits relaxation instead of anxiety. This is called counterconditioning. Counterconditioning is an attempt to reverse the process of classical conditioning by associating the crucial stimulus with a new conditioned response (Weiten, 1998). This technique's effectiveness in eliminating agoraphobia is well documented.
...he company which suggests that if you examine managerial styles and work to improve employee satisfaction there will be a correlational increase in productivity and retention. It suggests that perhaps people leave companies not because they are unsatisfied with their work or pay, but rather, because they are unsatisfied with their manager. While this idea might seem brash, it is a significant point being made that suggests that in order to see improvement you need to revamp a program or company from the top. Having worked as both an entry level worker and a managerial supervisor, I can testify to the importance of manager support, appreciation, and feedback and how this impacts your role in the company. Seeking out the strengths in employees, though it seems so obvious in theory, is a revolutionary way to transform the work environment and employee morale.
less than the original numbers because the outliers are removed. Therefore, there is less spread in the data. The interquartile range of the total cost per year decreased to 20045 while the interquartile range of the salary yardstick became 11900 after the removal of outliers. This means that the Q1 and Q3 value are closer to one another than before. This is attributed to the removal of the outliers which reduces the spread.
Pay range is the range in which an employer will pay for a particular job. There's are several factors to determine the pay range for an organization. Once an employer feels confident that it has current and accurate job descriptions, it should determine whether to group the jobs into separate job families or have one pay grade system for all positions throughout the organization.(www.shrm.org, 2017) This is usually determined by such factors as education, experience, and certifications. A pay range is given when a company has to examine the candidate's qualifications. The range includes a minimum pay level and a maximum pay level for a given job, and an employee's actual pay falls somewhere with that range. There should be enough variance
Some of the citizens believe that the immigrants have worsened the issues of crime, poverty, and overpopulation since a large number of immigrants have no legal status, and also lack higher education and English
In any business money is the driving force, whether it is the owner or employee. Money is the greatest incentive for performance amongst employees Lincoln Electric defined this fundamental reason for driving employees to excel at their jobs. Aside from compensation there is an understating between mangers and their subordinates that both have the same fear toward lack of income, this commonality serves to encourage all employees to deliver quality and affordable products at the best market
There has been an increasing amount of hate crimes. A hate crime is criminal activity motivated by prejudice based on race, religion, ethnicity, and sexual orientation. During the last couple of years there have been five thousand, nine hundred and twenty eight incidents resulting in seven thousand, two hundred and forty two victims. In 2014 there's 784 active hate crimes against blacks.This remains far more numerous than hate crimes against the larger population of whites. The number of racial and ethnic incidents reported has fallen steadily, from about 6000 a year to 3,500 a year. In the last year the racial incidents are fifty two percent of blacks and nineteen percent of the whites. Every hour in the United States, somebody commits a hate crime. Half of the hate crimes in the nation is committed by people between the ages of fifteen and twenty four. Forty one states and the District of Columbia has laws against hate
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Dwight D. Eisenhower once said, “Motivation is the art of getting people to do what you want them to do because they want to do it.” Studies have found that high employee motivation goes hand in hand with strong organizational performance and profits. Therefore, managers are given the responsibility of finding the right combination of motivational techniques and rewards to satisfy employees’ needs and encourage great work performance. This becomes a bit more challenging as employees’ needs change from one generation to another. Three of the biggest challenges a manager faces in motivating employees today are the economy and threats to job security, technological advances, and company cultures that primarily focus on the bottom line.
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"It is the mark of an educated mind to be able to entertain a thought without accepting it."
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
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