Issues with Job Status Rewards

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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...

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...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.
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