Motivation and Reward System

“Goal setting implies a discontent with one’s present condition and desire to attain an object or outcome” (E.A Locke & G.P. Latham, 2006). In other words, when one knows he wants something else from life, he builds a map of his journey. In a study conducted by Harvard Business School on what constitutes a failure or a success for a group of similar background and education, they found that only 3% are successful, and 30% are moderately successful, the remainder are watching the world go by. The difference between these two first groups is that the 3% one had specific goals, whereas the 30% group had a general idea of the direction they need to reach but didn’t formalize it. ‘Setting goals gives you long term vision and short-term motivation’ (Mind Tools, 2009). When setting goals, one will often hear that goals need to be (1) Specific, (2) Measurable, (3) Achievable, (4) Realistic and (5) Time bound. The SMART objective of goals ensures proper monitoring and outcome. Short-term goals are the smaller steps to reach the long-term goal and can be seen as the first level of to-do list.

An aim is a long-term goal of which takes short – term goals to achieve this which are called objectives.

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees ' increased longevity with the company, improved productivity, and better morale.

Managers are to make all employees aware of the opportunities for profit sharing based on the achievement of goals. Verbal and monetary recognition will be used to reinforce good behavior, to motivate employees, which will increase their performance leading to additional recognition and job satisfaction.

The aim of this appointment is use your experience and expertise in reward management to develop a progressive reward system that mitigates the risk of avoiding similar industrial action. You are expected to prepare a report that discusses the components of a reward system and recommends a progressive approach to the practice of reward management. You will be expected to justify your recommendations.

Have a one-on one meeting with the employees and leaders of the departments that are not meeting expectations to provide additional training, corrective actions, or otherwise work together with that particular team to develop a plan to improve, which would further empower the teams (Newstrom, 2015). For the teams who are meeting production goals in their department develop a rewards and recognition program so that the department or specific employees who have gone above and beyond could be recognized. This monthly awards and recognition program could replace the monthly financial bonus by providing another type of motivational and reward factor, which could be understood through the Equity Model, in which the employees would still see reward outcomes from their monthly inputs, in addition to the potential of a financial bonus (Newstrom,

Knowing the difference between goals and objectives for an organization is an essential part of understating an organization as well as analyzing their services and programs. It is also important to decipher if those programs and policies are latent or manifest, or long-term or sort term goals and objectives.

KEY POINTS TO REMEMBER - ELEMENTS OF SUCCESSFUL PROGRAM ............................................. 7 STEP- BY-STEP GUIDELINES............................................................................................................ 9

Goals set out what the organization wants to achieve, where it want to be – i.e. the vision

Extrinsic motivation drives people to do tasks for tangible or other types of rewards, rather than grasping what the task is really about. Another example would be, a student is asked to complete an essay for his or her literature class. The student has no drive or motivation to do so, but reluctantly completes the assignment to avoid punishment or a bad grade.

One view held by cognitive theorist an individual’s motivation is based on value and expectation (Textbook 370). According to this theory, people are motivated to preform behaviour to the extent

Yet the Cognitive Dissonance theory is not solely affected by assumptions but also by the number of dissonant cognitions and the significance of the dissonance. For

Organization’s goals-overall goals of organization that employees work to achieve. Those goals can be in the areas of financial, employee learning, innovation, and community involvement.

All children are unique and learn in different ways, however, when it comes to their motivation they will most likely fall into one of two categories. Extrinsic motivation revolves around grades and points and competition, and intrinsic motivation stems more from personal interests, sense of belonging, and passion to grow. (Carol Dweck). Roman, an 11-year-old high functioning autistic child, had no desire to participate in any class learning when I began working with him. He only excitedly and willingly participated when the situation was mandatory or if rewards were included. Roman’s motivation to learn increased when I approached teaching activities in a different way. By incorporating more of Roman’s interests, team based activities,

Professor Edgar Schein of MIT’s Sloan School of Management emphasizes a need for behavioral change to take place at all levels of an organization if it is to be successful in the creation of a strong organizational culture. According to Professor Schein it is important to have more than an empowering process in place. Organizations need to have everyone at all levels of the organization actively working together to establish behaviors that lead to an environment in which equal partnerships and mutually helping relationships are the order of business (Kleiner & vonPost, 2011).