The goal of job status rewards is to compensate employees for their individual job performance. Specific examples of these rewards include profit sharing, bonuses, and stock options. Associates are rewarded based on the condition of the roles they occupy. These rewards are distributed through job evaluation methods. Job evaluations analyze the performance of an individual in the workplace. Typically, evaluations distribute more credit to jobs that demand a higher level of effort and responsibility. Job status rewards contribute to employee motivation in the workplace.
A major function of leaders is to support the motivation of associates. Constructive feedback should be given when leaders are encouraging motivation. Individuals have different motivators, for example, by more money, promotions, or time off work. Each person values different rewards. Therefore, when trying to motivate people, it is essential to identify what exactly motivates each individual. Workers have a desire to feel appreciated at work. Adequate rewards and recognition provide employees with a fair exchange for their effort, motivation to improve their performance, and an explanation of what outcomes are valued by the organization.
Most organizations use rewards to influence their workers. Personal bias or prejudice should be avoided in the job evaluation process. Job status rewards should be calculated based on objective reasoning of an employee’s value to the organization.
Individuals differ widely in the rewards they desire and in the value they attribute to each. Job status rewards play a large role in understanding motivation. Rewards affect employee satisfaction, which can influence individual performance. Employees tend to compare their person...
... middle of paper ...
...e, and ensure rewards are relevant and valued. A balance between different rewards should be implemented to satisfy the diverse needs of employees. Management should motivate associates to perform at their optimal level to achieve company objectives. Job status rewards impose benefits, however, they can cause potential issues. Rewards given based on job status and individual performance can develop a status mindset, discourage creativity, and not support a bureaucratic hierarchy.
Works Cited
McShane, Steven L., and Mary Ann Von Glinow. Organizational Behavior: Emerging Knowledge and Practice for the Real World. 5th ed. New York: Paul Ducham, 2010. Print.
Kohn, Alfie. 1993. Why incentive plans cannot work. Ultimate Rewards. A Harvard Business Review
Book, edited by S. Kerr. Boston, MA: Harvard Business School Press.
Overall, the score of the article is a 95 out of a 100 because the author, Carol Patton was able to lure me into reading her entire piece. Additionally, after reading the article, I felt that I gained a bit of knowledge on the importance of reward programs and how it should be a “must have” in the work environment.
Kinicki, A., & Kreitner, R. (2009). Organizational Behavior: key concepts, skills & best practices. New York: McGraw-Hill.
While motivational and job satisfaction theories can help employers or leaders to gauge what motivates their employees, it is impossible for them to be used to explain all motivating factors. By analyzing these theories, it is possible to understand their basic concepts, and see how they can be an advantage in motivating their employees to the best possible outcome for the
McShane, S. and Von Glinow, M. (2012). Organizational Behavior: Emerging Knowledge, Global Reality. 6th ed. McGraw-Hill Higher Education, pp.103 - 131.
Kinicki, A., and Fugate, M. Organizational Behavior: Key Concepts, Skills, & Best Practices (5th Edition). McGraw-Hill. ISBN-10: 0078137209/ISBN-13: 978-0078137204, 79-124, 2011.
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.
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...
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
McShane, Steven L.; Von-Glinow, Mary Ann: Organizational Behavior 6th Ed. Copyright 2013. McGraw-Hill Irwin. New York, NY.
The foundation for effective job performance and compensation system can be traced to effective job analysis process. Fundamentally, a job analysis should consist of a thorough examination of the job 's duties and knowledge, skills, abilities, and qualities that are required in order to be successful in a specific position, upon which appropriate rewards or compensation can be determined. For many perspectives, jobs are usually made up of requirements and rewards, where rewards may be regarded as a major recruitment strategy for motivating potential employees in order to influence them to stay the organization for a longer period as well as enhance their performance. The most common or basic form of rewards which attracts employees is extrinsic
McShane, S.L. and Von Glinow, M. A. (2009). Organizational Behavior: Emerging knowledge and practice for the real world. McGraw-Hill.
McShane, S.L., Olekalns, M. & Travaglione, A. 2013, Organizational Behavior: Emerging Knowledge, Global Insights 4th ed., McGraw-Hill, Sydney.
Motivation is the reason or purpose behind action, or what causes one to act in a particular manner. Motivation can either be intrinsic or extrinsic in nature, yet it rests solely within the power of the individual actor to be motivated (or not) by intrinsic and extrinsic motivators. Motivation is an extremely important topic of discussion in the larger discourse on leadership. It is important because it provides the basis for human action, or inaction. Leaders must be able to understand what motivates their followers in a hope to use that knowledge to guide them to behave in a certain way that is beneficial for the organization. To do so, it behooves leaders to understand the basic concepts and theories of motivation that abound.
Beam (1995) defined traditional rewards systems as hierarchy-based, often tied to seniority or position rather than performance, where rewards were usually a product of promotion. Rewarding stability such as seniority or annual goals create organizations resistant to change (Lawler & Worley, 2006). According to research presented by Lawler and Worley (2006), Chen and Hsieh (2006) and Beam (1995), traditional reward systems are not effective at motivating employee performance or organizational excellence, and they often lead to complacent organizations not capable of the rapid change required to remain effective. As a result, traditional hierarchy-based systems have since been replaced with performance based models.
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 ...