Milagros: Intrinsic Rewards

A strategy I would use to help Sam meet his goal would be criterion-specific rewards strategy. To encourage him to stay on task and complete his independent work I would use the option of working within large group on other assignments a reward for those who have completed their independent work. This will increase his assignment completion and accuracy, and reduce his disruptive behavior because Sam will be making connections between a behavior and its consequences. The criteria/reward for being able to work within a group is to complete independent work. If Sam does not complete his work the consequence will be he may not be able to work in within a group on another assignment.

Reward, whether it is financial (in terms of a monetary bonus) or simply praise and the recognition of success, will positively impact levels of motivation within a team. For example, a sales team working towards a target, that if achieved will mean a financial bonus will be more motivated than a team without this incentive, especially if a high percentage of that team have money as a primary motivating factor. The effect of praise and recognition on staff will be a team that feels valued and appreciated by its organisation. This will help promote harmony and make for a stronger, healthier and a more motivated team. A team that is not praised and recognised will soon start to feel that their hard work is not appreciated.

Rewards for the purpose of reinforcement are essential in my management plan. While it is acceptable to give external rewards some of the time, a majority of the rewards should be internal. Internal rewards foster intrinsic motivation, which I believe will serve to

Specific Praise. Specific praise includes verbal or written statements to a student that recognize a desired or correct behavior. Praise can function as a tool for instruction and for increasing social and academic behaviors. To be effective, the student must view the attention provided through praise as pleasurable or motivational (Curran, 2017). Specific praise promoted more on‐task behavior than positive praise and significantly increased academic self‐concept (Bizo, 2004). Offering specific praise will help Sam because it sends a message that the teacher is aware of the effort he is putting into staying on task. As time goes on, Sam will desire the teacher’s positive statements. He understands that the statements are the result of him remaining on task and reaching his six-week goal. Sam will also develop an understanding of how to meet the teacher’s expectation. In the end, Sam will mature and advance in his academics. As he matures, the need for constant specific praise will become unnecessary. The added benefit of specific praise is to the teacher. The high levels of stress and emotional exhaustion while attempting to teach in the classroom with Sam will diminish as he progresses.

Intrinsic motivation is gaining more recognition in the workplace. Books like Driven by Daniel Pink talk about the scientific data that supports the notion that humans are not wired to be rewarded with more money, but instead a sense of purpose. The connection between intrinsic motivation and working independently is that by working in a team there is less individual contribution, therefore limiting the sense of ownership in a project. When a person works independently they set their own goals and deadlines (Halvorson) while forced to comprehend the task at hand clearer. The quality of the work is higher in part because the success of the work is left entirely on one person, but also because individuals find reasons to remain motivated and

According to Bateman & Snell (2009), Motivators to employee job performance are centered on extrinsic and intrinsic rewards. Extrinsic rewards are characteristics of the workplace that attract and retain people. They revolve around organization and management policies, working conditions, pay, benefits, and other so-called “hygiene” factors. Intrinsic rewards are motivators that provide employees personal satisfaction in the performance of their jobs such as opportunities for personal and career growth, recognition and the feeling of achievement in the successful completion of a task. (p. 486). Herzberg’s two-factor theory suggests

Zach and Patrick are in my 5th grade class. Zach is 10 years old. Zach excels in math, and any activities where he can manipulate things with his hands. Zach can often be found playing with Legos by himself. Zach really likes animals, and often stays after school to feed and play with the class guinea pig. Zach likes to work independently, and doesn’t really socialize with the other students. Zach has a reading learning disability, and currently receives 30 minutes of resource room support daily. Patrick is 11 years old. Patrick is very social, and enjoys being the center of attention. Patrick is greatly involved with acting club, and even got the lead role in the school play. Patrick often shares funny stories with the class. Patrick is academically average, and doesn’t have any severe deficits in any subjects. Recently, there have been increased amounts of quarreling between Zach and Patrick. Patrick will tease Zach, and Zach reacts by yelling,

The key components to developing effective Reward Strategy is to ensure that there are clearly defined goals to meet business objectives, that the reward programme meets the needs of both the organisation and its employees, and to ensure that this is then supported by effective HR policies. In order to ensure these criteria are met there are a number of factors which influence how reward strategy is developed which include both internal factors within the organisation itself, as well as external factors outside the organisation.

Integrating innovation into a traditional rewards program is not overly cumbersome but it must be done with the full support of leadership and with the support of employees. Leadership must embrace a new outlook on benefits and employees. The proper research and fact finding must be accomplished to ensure benefit innovation will mesh with the company culture and the needs of its

The vessel’s righting moment depends on the vessel’s shape and loading condition. The parameters related to the loading condition for a specified vessel is a function of the following:

Creating and promoting the intrinsic and extrinsic motivations is an essential element in path goal theory and is critical to successful leadership. Tilottama, Aditia and Shubhangi’s research (2013) in virtual teams demonstrates that motivation and team effectiveness are inextricably linked and separates motivation to derive intrinsically from interest or extrinsically from rewards. The laissez faire leadership in simulation 1 failed to promote any form of motivation and was the most disengaged with limited contribution from the intrinsically motivated. Simulation 2 participative leadership focused solely on goals assigned to the roles and team, with limited emphasis on extrinsic motivations such as rewards and higher grades. This approach led to the intrinsically motivated team members increasing contribution while the extrinsically motivated team members were disengaged, resulting in an unbalanced discussion. Muethel and Hoegl’s research (2013) theorised that people act within social exchange theories where individual behaviour is contingent on rewarding actions and thus if team members do not find the work inherently rewarding, they will be unmotivated without extrinsic incentives. Therefore, if a leader utilises path goal theory by recognising and supporting both extrinsic and intrinsic individual goals, they can encourage participation from all team members enhancing team effectiveness. ->I think this is too bulky

The rewards offered can be extrinsic such as wages, incentives and bonuses, or intrinsic such as job satisfaction, an internal feeling of worth and a sense of well being on the job.

Intrinsic rewards could be as simple as having a friendly attitude towards all around, doing a job in a diligent manner, doing your job without being told.

of the company encourages the same. The research will align the reward system and ultimate goals

Being rewarded and recognised for their work or contribution is what keeps an employee motivated to work towards achieving the organisational as well as personal goals. When the employees is motivated by rewards, they will have job satisfaction consequently increasing the productivity of the organisation. It necessitates the need of managers to pay more attention in understanding their employees and come up with suitable types of reward systems for the organisation so that the employees are intrinsically and extrinsically motivated all the time. The hypotheses that I put forward here is to support this statement that effective reward management is critical to