An organization’s reward system can be used as a motivational tool if the rewards being offered are considered valuable by the employee. A valued reward system can positively affect an employee’s performance. Organizations use pay, benefits, compensation and other rewards as effective performance management instruments to enhance employee productivity so goals can be achieved. So, how does an organization choose the reward system it offers? This paper will focus on the hypothesis that employee engagement in choosing a valued reward system will positively effect performance management and subsequent employee success.
The successful observations of management to assess or modify his or her style of motivating and leading is the key to reaching the mission and vision statement of the organization. The theories discussed are the situation and path-goal leadership and the expectancy and reinforcement motivational theories. In understanding and analyzing the theories, they are applied to the case study of Alex and Stephanie. The positive and negative skills of each respective manager are apparent to the observer. The Situation Leadership Theory The situational leadership theory is a method developed by Kenneth Blanchard and Paul Hersey.
The motivators are typically related to intrinsic factors meaning work motivation coming from within a human being. These include: a sense of achievement, recognition, responsibility and opportunity for personal growth and advancement. The two-factor theory suggests that the intrinsic rewards will more likely motivate individuals rather than the possibility of extrinsic rewards, meaning the hygiene factors, such as salary enhancement, security or improved working conditions. From the beginning a thorough induction process “Welcome to the World of ECCO” is presented to new employees so they can learn everything about the company and the importance of their role, which encourages intrinsic factors such as recognition and personal involvement in their new workplace. Herzberg’s theory is relevant in this case as it argues
ARTICLES Keirsey-Bates Temperament Categories: A Basis for Motivational Interventions Ronald L. McKeen, Cynthia McSwain The Keirsey-Bates Temperament Categories, an elaboration o the Myersf Brigs Types Indicator, are discussed LIS analytic referents for dealing with ’ motivation in the workplace. The Keirsey-Bates categories are: S (valuing f careful, thorough, accurate work), NT (valuing quality o ideas and intelf lectual competency), SP (valuing a clever way o making things happen or getting things done), and NF (valuing onesev US a person who makes f important contributions). Bused on a 1982-1 987 study o more than 200 subjects in training programs (in leadership and problem solving) or university classes (in administration, public school supervision, housing administration, or organization development), the authors conclude that the categories do have a practical application for many managers who would like to match work incentives to what their employees value. This article describes the study and discuses the four Keirsey-Bates categories as they apply to the workplace. If managers can see what individuals value in their work, they may be able to use motivational interventions that match incentives to these values.
The success of these tasks relies on job satisfaction and motivation as well as the organisations ability to recognise a collective involvement of its employee to maintain the importance of their agenda for the desired outcome (Goleman, 1998). This paper will focus on how important a resource cognitive and emotional intelligence is to the modern organisation. It will inquire how it differs within the established constructs of an organisation. Whether or not their validity predicts ethnics and performance measured in the context organisational interest and how these two theories applied to modern organisations through established criterion. It can be argue organisations, which recognise cognitive and emotional behaviour helps its managerial staff to utilize information in a productive way regarding staff, to interact and improve
Why and how does transformational leadership influence subordinate’s performance? Leadership describes the mechanisms through which leaders influence individuals to achieve common organisational goals (Northouse, 2010). Effective leadership is an essential ingredient for organisation success (Bass, 1999). According to Bass (1999), transformational leadership encompasses the processes whereby leaders enable followers to attain their full potential and exceed expectations. This can be contrasted with transactional leadership: a method by which rewards are contingent on the achievement of goals.
This deviant increase illustrates the problem. The compensation could attract and incentive employees to have a better performance for individual. As well, if Media General implements compensation for its employees, it would care less risk on financial performance. Employees are more likely to pay efforts on the current job and help the company to achieve its financial objective. Meanwhile, learning and growth is the basic level in balanced scorecards.
ALLSTATE INSURANCE COMPANY ONE COMPANY FOR ALL Dr. Meggie Sizer Business 520: Organizational Behavior October 23, 2011 1. Using the model for goal-setting, evaluate Allstate's goal-setting process to determine whether or not Allstate has an effective goal-setting program. Goal-setting is the process of specifying outcomes toward which individuals, teams, departments and organizations will strive and is intended to increase organizational efficiency and effectiveness (Hellriegel and Slocum, 2011). Goals motivate individuals, teams and whole organizations to perform better and at higher level (Adenike, 2009). As a matter of fact, it is considered one of the most important motivational tools for affecting the performance of employees in organizations (Hellriegel and Slocum, 2011).
The growth or motivator factors, such as achievement and recognition, generate satisfaction in the workers profession. Extrinsic factors or hygiene, such as interpersonal relationships, salary and job security, generate job dissatisfaction. Correspondingly, Vroom's Expectancy theory is based on motivation and management. It assumes that actions result from conscious choices among alternatives and employee exertion will lead to great performance and performance, in turn, leads to incentives. Moreover, the theory is based upon the following three beliefs: Valence, Expectancy and Instrumentality which work together psychologically to create a motivational force such that the employee acts in ways to convey contentment and steer clear of twinge.
Simplifying operations in order to improve organisation performance. There are clear benefits for organisations that wish to deploy an MIS in order to improve the performance of their operations. Some of the most prominent objectives include: Focusing data collection on performance – the organisation can focus on collecting certain data sets that are essential for the improvement of key activities and tasks. Reporting performance management – the organisation can use certain benchmarks for assessing whether its performance has reached acceptable standards. Obtaining a holistic client view – the organisation can obtain an overall view of client needs and actions through the generated MIS reports.