Motivational and Organizational Culture

The main goal of management and workplace psychology is to get their employees motivated in a positive way and make sure all employees are emotionally and mentally capable of handling the position or assignment they are hired to do. Mangers are leaders and should always set a good example in the workplace no matter what. However, Ayame’s background might affect the way she receives feedback because she comes from a country that does not agree with confrontation unless it is absolutely necessary. Therefore, Ayame is going to struggle getting feedback until she can fill her job

Involving employees will start the motivation process, but changing the bonuses system instead of giving a flat bonus for meeting end of year sales, will encourage them to exceed their projected goals. In addition, the bonuses should be distributed quarterly in order to keep the sales representatives motivated. Further, if a sales representative exceeds their sales numbers for a quarter they will receive an additional reward of their choice. This will start to create a culture where more than just the minimum is expected. The Pygmalion effect has shown that as more is expected of a person, they better they will perform. Creating a culture where more is expected, the better the performance.

Organisational Culture is defined as what the employees perceive and how this perception creates a pattern of beliefs, values and, expectations. Organisational culture differs from organizational climate. Climate refers to more temporary attitudes, feelings and perceptions of individuals (Schneider, 1990). Culture on the other hand is an enduring, slow to change, core characteristic of organisations which is an implicit often indiscernible aspects of organisations, climate refers to more overt, observable attributes of organisations.. Organisational culture is “the way things are” in the organisation rather that people’s transitory attitudes about them

Rewarding employees with bonuses for a job well done is one of the more popular ways of streamlining the payroll budget. As an employer you tie several stipulations to the employees’ job duties for them to obtain in order to receive the bonus. Bonus structures are no longer as popular as they were during the boom years, however, some employers still employ the idea and the performance of their employees proves that it still works. Although bonus plans have begun to disappear, the increased performance of individual employees through the rewarding of set goals has allowed bonus structures to withstand the test of time in the workplace. A structured bonus plan is a great way of rewarding those employees that are producers without killing a company’s budget. Implementing a sound bonus plan is a great way to encourage performance as long as the employee’s goals are attainable. Be careful however because a simple bonus plan to motivate employee’s performance can also be demotivating due to employee’s inability to attain the set goal. Implementing a ratio significantly outside of what is normal for the industry

Organizations provide incentive plans to employees as motivation to reach the objectives and goals of the company. Incentives are given to personnel to encourage them to do his or her best. Incentive plans in any business might include bonuses or raises, stock option plans, or other forms of incentives. This is in exchange for the employees who work harder, better, or faster in accordance with the organizations goals and objectives (Businesstown.com, 2001). The majority of incentives are performance-based policies in which workers receive additional cash or benefits centered on a worker’s performance.

Add to that the global marketplace setting and economy to see that this is not an easy task for managers to pull off. In a peer-reviewed journal article by experts Aguinis, Joo, and Gottfredson entitled, “What Monetary Rewards Can And Cannot Do: How To Show Employees The Money,” a general discourse explains the pros and cons of monetary rewards while giving their best thoughts on how to improve employee performance. Also in terms of employee rewards other related issued are discussed such as timeliness, balance of monetary and non-monetary incentives, precise measurements of performance and provision of offering guidelines for management to implement. All in all each business is individualized and should match a sensitivity to understanding employees' unique expressions, feelings, and talents and reward accordingly.

Therefore, the more a manager creates employee incentives the more the company will benefit in the end. Managers have to first start by treating their employees as people and nothing else. In fact, employee recognition programs create an increased sense of worth and improved

A performance bonus is a remittence beyond normal wages rewarded following a performance appraisal and analysis of projects fulfilled by the individual or a group of employees over a certain period of time. Bonus programs are effectuated in businesses to encourage employees to focus on tasks by rewarding employees for fulfilling a myriad of key businesses and human resource objectives. Accordingly, this essay examines options available for distributing the bonus including group and individual bonuses whilst critically appraising both the benefits and ill effects of individual and group performance bonuses. This essay will suggest that group bonuses are the most effective for the organisation. First, both individual and group bonuses

Ouchi wrote a book called Theory Z How American Business Can Meet the Japanese Challenge (1981), in this book; Ouchi shows how American corporations can meet the Japanese challenges with a highly effective management style that promises to transform business in the 1980’s. The secret to Japanese success, according to Ouchi, is not technology, but a special way of managing people. “This is a managing style that focuses on a strong company philosophy, a distinct corporate culture, long-range staff development, and consensus decision-making”(Ouchi, 1981). Ouchi shows that the results show lower turn-over, increased job commitment, and dramatically higher productivity.

Business change and adapt their goals and strategies all the time as the world of business changes rapidly. A very critical but overlooked element of the renewal process is the impact of the businesses change has on the employees’ behaviour and motivation. Managers must ensure that the rewards and recognition systems are very carefully set aligned with operational goals and overall strategic. If the reward and recognition system is misaligned with the objectives that the managers had in mind the result in behaviour could hinder the organisation. The unanticipated actions may be a personal benefit for the employee also may be beneficial to front-line sales represents and floor managers but this moves the organisation away from its overall goals. The challenge is to assess and implement an incentive system that motivates employees to act in support of strategic and operational objectives. But how does an operational manager or executive know when they have the right rewards and recognition program, or if the one they have implemented is still having the desired effect? In addition to measuring progress of employee performance toward corporate goals, well-defined performance measurement systems help gauge employee reception, understanding and buy-in for reward systems. This critical feedback can help managers make adjustments necessary to drive improvements and avoid the unanticipated behaviours and

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

Huawei launched its “Huawei Basic Law” in 1998. This law makes every details into formal regulations on the basis of summing up its own development experience. It aims to make Huawei’s development plan and to determine Huawei 's second pioneering concepts, strategies, principles and basic policies.

| Explanation of what approaches the manager could use to build cohesive, cooperative and effective teams

Many organisation adopts rewards system for the purpose of their employee’s motivation. It is used as one of the effective instruments to increase employees’ productivity and to strengthen the employee-management relationship. These reward systems can be broadly divided into two categories, financial rewards and non-financial rewards.

This chapter outlines the research design, the research strategy, the sampling strategy and the research process, methods of data collection and analyses, ethical considerations and the research limitations of the project.