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Motivating Employees ✽ CHAPTER 12
Motivating Employees ✽ CHAPTER 12
Motivating Employees ✽ CHAPTER 12
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Recommended: Motivating Employees ✽ CHAPTER 12
Do Not Show Me the Money: The Growing Popularity of Non Monetary Incentives in the Workplace
With the growing decline of economy, more employers are using non-monetary incentives to motivate employees, yielding positive results. While everyone needs money for the expenses of everyday life, most current and long-standing employees rarely view cash as good motivation. If an employer pays fairly, employees desire appreciation and other non monetary rewards in exchange for a job well done. This trend is becoming more popular as businesses explore ways to motivate employees without breaking the budget. The benefits are far greater for business to offer what employees desire: opportunity to grow, flexible hours, recognition, opportunity to contribute, and autonomy, than to compensate employees with cash. This paper will discuss the advantages of using non-monetary incentives in the workplace.
Monetary Rewards
Although everyone needs money to obtain the smallest of essentials to live, employees prefer the benefits of non monetary gifts and incentives for motivation in the workplace. When employees receive money as a reward, the money is generally spent on bills and other expenses or purchases that the employee needs. The reward is considered an impersonal gift, as it will not be spent on something that the employee will enjoy. Monetary incentives also discourage creativity in the workplace. Employees concentrate on compliance rather than risk taking. More employees may be motivated to do things just to get the money, instead of doing things “because it is the right thing to do. This may destroy relationships between associates because they are transformed from coworkers into competitors”, (Ballentine, 2007, ¶ 8 ).
Monetary incentives may also be a compensation for poor management in the workplace. For example, an employer offering a monetary incentive to increase sales in that department may be to a cover for poor management in that department. The employees are called upon to pick up the slack so that the minimum sales quotas are met. This may cause employees to become insubordinate, because they are doing the jobs of upper management (Ballentine, 2007).
Non Monetary Rewards
Although businesses experience some of the same hardships with non monetary incentives, the extremes are far less. Therefore, the advantages are far greater in using non monetary gifts in the workplace. Non monetary gifts tend to promote creativity among associates in the workplace. If employees know that the reward they receive has no monetary value, they will work harder to go above and beyond, rather than just comply with the guidelines that are given, to complete the task.
Gabris and Giles (1983) research also supports the importance of performance incentives and its role in relieving conflict, so much more that it trumps human relations methodologies. Furthermore, it indicates that lack of performance incentives shows weak organizational objectives, behaviors, structural arrangement (Gabris & Giles, 1983). The importance of performance incentives have a dramatic influence on an organization yet it so simple that it may be dismissed.
Employers have been coming up with innovative employee rewards to boost morale and acknowledge employee needs for creativity and personal goal accomplishment. Some of the latest potential employee rewards include using the internet at work for personal reasons such as shopping, communicating with friends, or personal finances; bringing a pet to work; instituting a controlled napping policy, and the sports and office betting pools..
Being employed as a purchasing clerk and a sales support at the Furniture Outlet has given me the opportunity to fully understand how the presence of certain reward compromise or programs helps to form a viable workplace for both an employer and an employee and also the organization as a whole. Given the tasks and expectations that are to be achieved as a purchasing clerk, I often find myself thinking about how the work is to be done and in what ways can it be done suffic...
When employees were asked, what factors could be changed at USAA to help maintain employee motivation levels, a couple of them answered with, “higher wages” and “more money”. This response corroborates other studies regarding pay which state surveys will more likely under emphasize the importance of pay relative to other motivational factors. (Rynes, Gerhart & Minette, 2004). “Financial incentives had by far the largest effect on productivity of all interventions. For example, pay was four times more effective than interventions designed to make work more interesting.” (Rynes, 2004). One reason for this phenomenon is social desirable responding. It should be noted, that although pay may be under reported, the results indicate other factors are also important for employee
In Freakonomics, journalist Stephen Dubner and economist Steven Levitt explore how incentives extend beyond the confines of economics. Incentives, they claim, appear in three forms -- moral, social, and economic -- which profoundly impact one’s actions. These incentives often exhibit a complementary or competitive nature between each other; however, they can also act individually upon one’s actions. In other words, an action could be morally incorrect but socially and economically correct. An example presented by Levitt and Dubner would be teachers in the Chicago Public School System cheating on standardized tests on behalf of their students. In order to earn a bonus and be seen as well-respected, teachers went against
Incentives do matter because we care about what others think of us. Incentives don’t always come in the safest forms. They can motivate someone to
In Chapter 1, He maps out the traditional behaviorist philosophy as well as pop behaviorism and its notable presence in today’s Western society and why this so (Kohn credits orthodox economic theory and pragmatist belief systems). Chapter 2 refutes known arguments of moral or logical obligation to reward and that it is a naturally intrinsic desire to reward a person. From Kohn’s perspective, the issue does not lie with compensation, but with the use of monetary funds as a reward (offering more money for whatever the case might be). According to Kohn, there are five issues with rewards and the work place: rewards punish, rupture relationships, they ignore reasons, discourage risk-taking, and rewards undermine interest. Kohn argues that the closer the amount of money received is linked to achievement, the more damaging the reward is. Chapter 3 is primarily focused on practical consequences and also summarizes researched evidence supporting the idea that rewards do not translate to enhanced performance of lasting behavioral changes; often these rewards agitate the existing negative behavior. Kohn gives the reader a five-pronged rationale as to why rewards fail in chapters 4 and 5. In chapter 6 Kohn scrutinizes verbal praise, a reward most Americans would not consider negative or damaging. Kohn emphasis that a person must be careful and consider how a person should praise a person, why a person praise should praise a person, and be aware of the effect the praise ha son the person receiving the
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...
...r investigate what sort of rewards or fringes would their employee’s desire compared to the old method of monetary incentives for the beneficial for the company”.
In today's complex business environment; traditional approaches like monetary incentives are not the only prime motivators. In addition to expecting financial incentives for their performance, employee's expectations are much more. Appreciation, recognition and opportunities for personal growth; must be catered for to harness maximum productivity. Furthermore in an era where change is imperative for the organisation's survival, highly motivated employees, represent flexibility and show willing to change; a vital component for the success of any organisation.
Incentive reward engagement offers a win-win situation for the employees and the company. Kelleher believes that incentive is a form of recognition and builds engagement through company’s and employee’s obligations towards a common goal (2014). The company has a “Growth Incentive Scheme” for the production workers. Special monetary incentives are provided should the workers achieve the monthly output target. Through the rewards, employees feel motivated towards their work and thus, contribute towards the company’s
Management spends a huge amount of time to design incentive systems and schemes to motivate their workers and to ensure they work in their best possible manner. Motivating workers by giving them decent pay helps in winning employees heart to make the work done efficiently, significantly and effectively. The most effective way to motivate people to work productively is through individual incentive compensation (Pfeffer, 1998). An attraction of getting more is a powerful incentive to people for high performance. While most people agree that money plays a major role in motivating people, in organizations there is a widespread belief that money may also have some undesirable effects on morale.
The culture of appreciating employees for their hard work and achievements by incentives shows how the organization values their employees. Lincoln believed “Status is of great importance in all human relationships. The greatest incentive that money has, usually, is that is it a symbol of success... The resulting status is the real incentive... Money alone can be an incentive to the miser only. There must be complete honesty and understanding between the hourly worker and management if high efficiency is to be obtained”. This shows how harmoniously the labor and management have to work together to produce
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.
I agree with the student’s opinion that weekly homework and quizzes are a negative and direct incentive. Positive incentives, especially in learning settings, are usually not enough to encourage students to complete tasks in a timely manner. Students understand that if they do not finish the work assigned they will get a bad grade in the course, or maybe fail the course, which makes it an encouraging negative incentive. Even though gaining knowledge is the main goal when taking a course, the incentive most students focus on throughout the time in class is the negative and direct aspect of it. Since the work is completed weekly, these assignments might become a routine and more of a completion grade as time goes by.