In today’s competitive workplace, an employee recognition and rewards program is an important aspect in any business or organization. Employees need to be recognized for their actions, behaviors and accomplishment that foster and reinforce the organizations goals and values. Understanding the importance of recognition, applying the basic principles and implementing value-based recognition programs will help reduce employee turnover, improve team culture and improve performance. Recognition is non-complex and it comes genuinely outside the work environment. It’s a habit that more managers and leaders need to adapt to continue to foster a competitive business. (Bricel, n.d.). In 1943, Abraham Maslow wrote a paper on his theories of human motivation. …show more content…
A well-implemented employee recognition and rewards program has the power to impact many aspects of business from morale, to productivity, engagement, and even retention. A non-existent, poorly-designed employee recognition program can have the opposite effect such as decrease in motivation, decrease in productivity, and more employee turnovers (The Guide, 2017). High employee turnover happens when employees are not content with their jobs. Employees that are dissatisfied with their job feel unappreciated and taken for granted and well seek another job that can fulfill their needs. An employee recognition program can reduce employee turnover, improve team culture, and increase performance because employees are being recognized and treated with respect and appreciated for their good performance (Mayhew, n.d). According to the Society for Human Resource Management (SHRM) and Globoforce Survey, the Employee Recognition Report, Culture as a Competitive Differentiator. This 2015 Report examined the best practices in employee recognition and what business expect and their experiences. The following questions were their main interest.
1. HR leadership
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This maybe the reason why retention, recruitment and succession are always a challenge. According to this survey the values-based recognition is aligning the recognition initiatives with the organization’s value. This is the key to a successful employee recognition program. Companies with values-based recognition rated their programs as “Excellent” because of the positive impact on engagement, retention, safety, wellness, employer brand and even cost control goals. Companies with recognition programs that are not tied with organizations values are underperforming expectations (Employee,
Response: Recognition is a big factors that helps with employee satisfaction and motivation. When an employee is excelling in their work and completing all goals and objectives, there hard work is recognized by means of gifts, announcements, and even the prime parking space at the organization.
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.
The Human Resources Department (HRD) is the unit responsible for providing the leadership to develop and refine key operational plans to promote the incr...
Abraham Maslow was an American psychologist who introduced the concept of the motivational needs in his paper “A Theory of Human Motivation” written in 1943. He explains that humans have certain needs that need to be fulfilled and when they are not met is what gives he or she the motivation toward achieving that goal. His work was popularized by a representation of the motives using a pyramid. The pyramid displays the needs in chronological order until one becomes self-actualized. Maslow states that a person will finally reach self-actualization when, “A basically satisfied person no longer has the needs for esteem, love, safety, etc” (1433-1434). The lower levels of the pyramid are more easily accomplished as compared to the higher levels that are more challenging. In order to graduate from one level to another, the lower levels must be satisfied first or else one cannot progress further according to Maslow.
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.
...esigned to realize the dream alive. Therefore, to ensure success in achieving these goals, the appreciation is important . If the lack of appreciation given to employees then there will be a decline in driving organizational productivity. If acknowledgment is given the workers themselves would feel appreciated when their welfare is not compromised. Employers should not underestimate the welfare of workers. Employees who are satisfied with the compensation and benefits given to them will not cause any problems for the employer . Instead, they will continue to work diligently and indirect labor productivity will certainly increase. So it is clear here that the intrinsic rewards are important parallel with extrinsic reward . Perhaps the workers see the rewards extrinsic more meaningful monetary , in fact, intrinsic rewards are more important as a reward for the future.
"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.
Maslow (1943) stated that people are motivated to achieve certain needs. When one need is fulfilled, a person seeks to fulfil the next one, and so on. The earliest and most widespread version of Maslow's (1943, 1954) hierarchy of needs includes five motivational needs, often depicted as hierarchical levels within a pyramid.
First Main Point: In 1943, American psychologist Abraham H. Maslow published a paper in Psychological Review call “A Theory of Human Motivation” that outline and explain the now known Maslow’s Hierarchy of Needs.
Maslow, A.H. (1943). A theory of human motivation. [webpage] available at Psych Classics website; psychclassics.yorku.ca/Maslow/motivation.htm
Let’s just say if this continues, the employee work performance will begin to decrease, they may start to show up to work late, they will have lost all motivation all because they do not feel appreciated for their hard work. The workplace relationships will begin to fail, which will eventually affect the mission. Now if the individual was recognized whether privately or in front of his/her peers, this will have a positive impact on workplace relationships. The person will more likely become motivated to complete their tasks in a timely manner and set the example for their teammates to finish their work or take on those challenging
Winn could nothing or implement a rewards program that rewards the employee with more than cash rewards; employee recognition program namely employee of the month with a paid day off or a gift card. As part of the employee focused plan, the company should allow employees’ input on how to become more customer focused, efficient, and effective organization. This would greatly improve employees’ satisfaction and help the company achieve its overall goal of providing quality customer service.
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.
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).
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, July 1943. 370-396. Print. 8 Feb. 2014.