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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.
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
Companies are increasingly thinking about getting rid of annual pay raises. The positive side of this could redefine reward systems which motivates employees and attract high quality workers. Being that it could also have a negative side, it could prove to be a demoralizing switch that leaves many workers not able to provide for their cost of living. There is a decision to be made throughout companies which will have an effect not only on the company, but on the employees as well.
In “The Puzzle of Motivation,” the main premise on the onset of the video is that “traditional rewards aren’t always as effective as we think,” (Pink, 2009). Rewards are a normal part of most organizational cultures, but do they work? My position is one that supports the questioning of the effectiveness of tradition rewards. By using motivational theories and concepts, I will show why this idea holds merit in today’s day and
Intrinsic rewards are not patterned financial rewards are associated with the requirement for employees to achieve greater success , recognition, a sense of responsibility , influence and development of other individuals. The requirements of the above is a strong motivator and contrast to the one . Each employee has different needs and desires . Rate a tremendous appreciation and gratitude is enough to inspire us all because of the appreciation of the value of giving someone touches his soul and give vigor to keep trying. Appreciate or appreciated regardless of age or where only a thousand meanings. Skinner ( 1969 ) reveals that the reward is a reinforcer . Reinforcing Here the meaning is interrelated aspects to the values that influence an individual's needs . However , Wether states that reward is what an individual received in return for a given job . It is the responsibility of an organization or institution to provide compensation and benefits to employees or students commensurate with a workforce that has been poured . The importance of rewards and benefits are indeed undeniable. If the employee or student is not satisfied with the compensation and benefits provided , then this will result in the existence of such problems as absenteeism , job rotation rate employing high , declining productivity and not serious in doing work .
When looking at incentive contracts in management accounting literature, usually theories from the field of economics and psychology are combined. In some circumstances these theories can lead to quite opposing predictions of the effect of incentives on performance. In general incentive contracts are a decision influencing control tool used to make sure that people’s and the organizations goals are aligned. There are different theories about the effect of incentives on performance. In general, considering the working environment the prediction and empirical finding is that incentives increase performance or ‘you get what you pay for’. Although what you pay for is not always what the company, organization or society actually wants as is explained by Kerr (1975). In this paper I will not focus on these anomalies, but merely on the well-established relation between incentives and performance. Prendergast (1999) sees incentives as ‘the essence of economics’ . There is quite a lot of evidence suggesting that that there is a strong relation between pay-for performance and productivity. This is in line with predictions based on agency theory. Agency theory (Jensen and Meckling (1976), Jensen (1983), Gibbons (1996)) predicts that to make sure the employee exerts effort this needs to be made the rational choice. For it to be rational to exert effort incentives are ne...
Monetary incentives is a great way to motivate employees to produce outstanding work performance. What better way to influence employees to do their best than by offering them extra cash. Not only does the employee get rewarded but the company is able to increase productivity. Monetary incentives not only increase employees productivity, it can also improve attitudes therefore
Mullen, P. (1993). EMPLOYEE MONETARY SYSTEMS: THE PAST OR FUTURE IN EMPLOYEE MOTIVATION. Industrial Management,35(6), 6.
...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”.
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...
Leaders can determine the allocation of valued incentives such as promotions, bonuses, raises, attractive work assignments, time off and compliments. The challenge presented by the use of reward power is that some of the rewards may have limited perceived value to the employee. A compliment of a financial payoff may not be a sufficient for an employee. Moreover the ethical conduct may not be observed by top leadership. Finally some of the rewards, such as salary increases or promotions, may be controlled by or more heavily influenced by, direct supervisors within the organization. If these supervisors do not share the same values as top leadership, employees are likely to be rewarded for behaviors using performance metrics more salient to the
The first way is to make sure that the “financial incentives are used primarily for tasks that are uninteresting to most employees”(Grant & Singh, 2011). This means that the assignments given to the employees should be assignments that employees normally do not like doing or normally do not do. The second way suggested by Grant and Singh is to make sure that the financial incentive is “delivered in small sizes so that they do not undermine intrinsic motivation” (Grant & Singh, 2011). Rewards given in the form of money should never trump the inner motivation of the employee. Financial rewards are not employee’s “why” and should not be treated as such. Financial rewards according to Grant and Singh, should only be given in small amounts (Grant & Singh, 2011). The last thing Grant and Singh (2011) suggest employers do is make sure that the financial reward is “supplemented with major initiatives to support intrinsic motivation.” Meaning instead of offering the employees a financial reward, sometimes it is better to provide employees with incentives that help them reach their own personal goals. Sometimes it is better to give employees incentives that empower them, instead of financially benefit
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.
Organizations in the United States spend billions yearly on incentive programs, which became a problem with management questioning its effectiveness. New research shows that these programs can improve work performance and motivation. However, it has to be administered in