Greg Miller Use Of Participative Management Theory

The purpose for the organization Walgreens is to stay put in a dynamic, self-motivated and energetic business environment. Walgreens is a successful business looking to progress overall presentation and place the company for potential expansion. In order for this to follow through, a total rewards program needs to be created. The incentives and compensation plan must connect with the goals of the organization. A solid rewards program will build motivation in the work place. As the text states, “The notions that rewards are means to motivate employees assuming that the rewards are distributed fairly. Rewards seem to be part of many different perspectives in motivation

Chapter 12 of our textbook is titled “Motivating Employees,” and it encompasses much of what was in Drive. An extrinsic reward is defined as the “payoff, such as money, a person receives from others for performing a particular task.” Extrinsic rewards are what drive the old economy and still influence management techniques within organizations today. These rewards have many benefits but are becoming more and more obsolete in the twenty-first century workforce. The textbook defines intrinsic rewards as the “satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.” Offering only extrinsic rewards is what Pink refers to as “carrots and sticks.” These rewards work well for routine tasks. However, these rewards often stifle creativity (as seen in the candlestick experiment). Modern jobs are increasingly relying on creativity and innovation. Managers can use this knowledge by acknowledging the importance of intrinsic rewards when dealing with employees engaged in more complex

Employees are motivated by both intrinsic and extrinsic rewards. In order for the reward system to be effective, it must encompass both sources of motivation. Studies have found that among employees surveyed, money was not the most important motivator, and in some instances managers have found money to have a de-motivating or negative effect on employees.  This research paper addresses the definition of rewards in the work environment context, the importance of rewarding employees for their job performance, motivators to employee performance such as extrinsic and intrinsic rewards, Herzberg’s two-factor theory in relation to rewarding employees, Hackman and Oldman model of job enrichment that

My leadership style assessed by the Kent tool is participative style of leadership. (University of Kent (n.d). Participative style of leadership is the type where the entire team works in collaboration. Each of the team members contributes their valuable ideas, but the final decision is made by the leader (University of Kent. (n.d). This is truly the leadership style that I love to exhibit. Participative leader always encourage inputs from the members to assist in decision making. For example, in a code blue situation, team leader directs the code, but each member has designated roles and communicates throughout the situation, aiming towards a single goal. Participative leadership builds consensus through participation. Individuals with different skills and knowledge working towards common summit will take them to a level of synergy where whole is definitely greater than sum of parts. (Koen, M.P.,&

Steven Kerr’s article highlighted the multitude of problems associated with organizations and their faulty reward systems or incentives that are set up to accomplish one then, yet motivate people to do another. Kerr simply states: “Managers who complain about lack of motivation in their workers might do well to consider the possibility that the reward systems they have installed are paying off for behavior other than what they are seeking.” While Kerr gives a myriad of examples to illustrate this issue, I’d like to specifically focus in depth on two of them.

Throughout the decades, there has been evidence showing that best way to success and gains profits is to focus on rewarding employees not just pay and benefits. Motivating employees plays

Motivation is defined by Engleberg and Wynn (2013, p. 42) as giving an individual a cause or reason to act. When working in groups, motivation is an essential skill for unifying and persuading group members to achieve objectives and overcoming obstacles (Engleberg & Wynn, 2013). The Chief Executive Officer (CEO) of mGames, a gaming and mobile device developer, was motivated to act based on two categories of motivating factors (Engleberg & Wynn, 2013). Each of the categorical factors is associated with one of two reward employees for performance, extrinsic and intrinsic rewards (Engleberg & Wynn, 2013). Extrinsic rewards, influenced by the external environment factors such as a boss, usually result in monetary increases, fringe benefits, and special privileges (Engleberg & Wynn, 2013). Whereas intrinsic rewards are intangible, as they

The five employees working at our charitable agency have the ability to affect the lives of many families, and even the ability to change people’s lives and get them the help that they need. Our agency has the ability to affect the lives of other people in a positive way, which leads to intrinsic motivation. Intrinsic motivation occurs when the employees have positive internal feelings that are generated by doing well, rather than being dependent on external factors like incentive pay or compliments from the boss, leading to motivation to work effectively.

Organizational objectives contribute to creating a motivating work setting because they provide employees with a sense of meaning and purpose and help employees understand the goals they should be striving for (George and Jones, 2005). Mary Kay Cosmetics wants to be the top sellers in their industry, but they also want to promote a customer-centered culture that strives for total customer satisfaction (Incentive, 1991), but their current incentive program doesn't provide rewards for beauty consultants with high levels of customer satisfaction. Just because a VIP is a great seller and has the ability to recruit, doesn't automatically mean that she has the most satisfied customers of all her team members. Reward systems, such as Mary Kay's motivate employees to do well in the areas of their jobs that are measured by the performance-evaluation system. The problem is that rewards systems do not always measure all the behaviors that the individual need perform for the organization to ultimately be successful (Lawler, 1994).

Total rewards is an effective tool utilized by employers or leaders to reward their employees based upon their job productivity, proficiency, and accomplishments. The ability to understand established processes and procedures must be exercised by leaders in the conduction of meetings in order to reach a desired end state. Ted’s professionalism and resilience were put to the test, following verbal comments pertaining to Rebecca’s job performance from two of the organization’s executives, Peter Strong and Margo Arms. Every job within an organization must have a salary cap regardless of the employee’s competency, work ethic, and production. Employees serving within a position after reaching its maximum rate of pay and possesses

Gilmore and Williams (2013) suggest that one of the most important Human Resource Management activities in any organisation is reward management such as pays and benefits as well as non-financial rewards which is also referred to as intrinsic rewards since this can have a strong impact on recruiting new people and retaining existing employees. In addition to this, Bartol and Locke (2000) and Caruth and Hand-logten (2001) explains that financial rewards satisfy employees basic needs for survival such as security and recognition at work and intrinsic rewards are the psychological enjoyment

An organization may have any number of goals, for example, sales growth, market leadership, profit maximization and customer satisfaction. It is clear that an organization will only be successful if employees are performing their tasks at a consistently high level and in line with the company’s objectives. To achieve this, organizations have tended to reward employees who demonstrate this high level of performance and behavior (Gatenby et al., 2008). These rewards may be intrinsic and/or extrinsic. Many theorists have critically discussed the core aspects of employee motivation, concluding that intrinsic and extrinsic rewards will only be motivating if these are of value to the individual. Intrinsic motivation lies in the internal satisfaction of an individual – concerning only the enjoyment of the task itself. Whereas extrinsic motivation focuses on external outcomes, in particular financial rewards (Psycnet.apa.org, 2017). In this essay rewards will be regarded as tangible or intangible assets in response to an individual’s achievement (Oxford Dictionaries⎪English, 2017), and motivation will focus on the behavioral aspects of why an individual’s productivity and performance increases.

When the job market is tight companies look for ways to “sweeten the package” to recruit and retain the best and the brightest (Ortega, 2006) one of the way is with non-monetary rewards. The survival of a company depends on the talent they have in helping to run the company. There are several issues that arise when dealing with compensation and benefits. Issues like should rewards be performance based? What constitutes a fair reward? What kind of rewards should be offered and how much of a budget should it consume? According to (Purushotham, 2009) there are factors like leadership, culture, employee demographics, affordability and business cycle that will affect the kinds of rewards that are offered. While many people equate their net worth to their self-worth non-monetary rewards can be used to increase the self-worth thus raising the

Employee motivation through the use of rewards systems has been used for a millennia as people tend to be motivated to work harder when offered rewards for good work. The 21st century has experienced major changes liked to motivation within the public sector where professionals are today looking for a wider verity of motivators and not limited to financial incentives (Sandhya & Kumar 2011). This makes challenging for managers and professional at work to coordinate and deliver high quality working environments and facilities so as to ensure the company professional remain on the job. Today a company workforce has become very choosy and they are becoming more particular on

As we were restricting and transforming the organization, we decided that it was important to implement a reward system. We began having weekly team meetings and workers that were complaint free were rewarded with paid time off, movie tickets or gift cards. It began to motivate and excite other workers to be more engaged and perform at higher levels.