Piecework Plan and Merit Pay

Both the past and the modern industries found the value in production of speed, which comes with quantity, and time that is not wasted as they saw time as money. The quicker the product in produced the quantity and profit they see in making. The Jungle shows where the meat packing industries speeded up their meat cutters so that they may get the most out of it. “In piece-work they would reduce the time, requiring the same work in a shorter time, and

As a manager the three motivational methods that should be used would be to provide monetary incentives, employee recognition, and training incentives. Monetary incentives are one method that can be used by a leader or a manager in his or her workplace, these incentives is to reward an employee for his or her outrageous work-related performance. These incentives may include such as profit-sharing within the company, stock options, performance bonuses, and scheduled bonuses. These different types of monetary incentives can increase the motivation of its workers and can lead to more productive, less absenteeism, and may improve one’s quality of service. Monetary incentives when awarded to one employee may also be a morale booster can also encourage other workers to improve his or her work performance, and maintain a healthy, friendly, positive work environment. A healthy workplace is a product of a successful and productive work environment. Working in this kind of economy, monetary incentives is the excellent method to use. However, these incentives may persuade others and may not to some; the result will be the same, increased quality work

The working conditions of the new arrivals were hardly any better, as employees of factories were often overworked, underpaid, and penned up in dangerous conditions. Perhaps the horrors of these conditions can be highlighted by the devastating 1911 fire at the Triangle Shirtwaist Factory in New York City. Tragically, over one hundred young women lost their lives in the fire, as there was no way to get out, and the doors were locked, trapping the women inside. Safety was not the only problem, as workers initially were not given the right to organize into unions, essentially doomed to the repetitive motions of factory operation. This meant that they had no way to protest against child labor, wage slavery, and unhealthily long working hours. Eventually, with their growing clout and ever-present industrial dependence on their labor, workers organized and demanded reform along all aspects of hazardous working conditions.

In Document B, which was explained by David A. Wells, an engineer and economist, was informative on how working condition were analogous to a military organization, “in which the individual no longer works as independently as formerly, but as a private in the ranks, obeying orders, keeping step, as it were, to the tap of the drum, and having nothing to say as to the plan of his work, of its final completion, or of its ultimate use and distribution. In short, the people who work in the modern factory are, as a rule, taught to do one thing—to perform one and generally a simple operation; and when there is no more of that kind of work to do, they are in a measure helpless.” (Document B) Which meant that workers at the factory basically don’t hold responsibility to themselves, as workers mainly are only trained to one job, relating to David A. Well theory. Document F sourced by Samuel Gompers, also portrays how the conditions were explaining that there was too many workers trying to fit in one factory place, and poor conditions. This was how union were created, to regain benefits, as well for better working

The Triangle Shirtwaist Fire was the epitome offer the labor reform that would impact years to follow. In the year 1911, a tragic incident shook New York City, this incident being the “Triangle Shirtwaist Fire”. The Triangle Shirtwaist Company employed an approximate of 500 people, being from the minority group of young Jewish and Italian women. The Company had already started to play a “key role” in the era of labor history. After about 200 of the company’s women tried to join the “International Ladies’ Garment Workers Union” abbreviated to (ILGWU), the company resorted to firing many of their women. In the year 1909, after the company had taken part in firing women after they tried to join the (ILGWU). This event did cause an outbreak leading

Pay and Rewards – pay and rewards attract, motivate and retain staff. The employment contract which lists rewards, whether it be pay, bonus or benefits, can remove animosity amongst employees and employers. However, recent research reveals that employees are no longer motivated by a financial reward alone, but

A successful motivational program recognizes these factors and combines awards, recognition, and peer pressure. To even further maximize full potential, managers should personalize these incentives based on the employee’s interests, hobbies, and recreational activities (Boe, 2011). This is consistent with the ERG theory developed by Clayton

3)Financial incentives are designed to provide direct motivation – do this and you will get that while at the same time can spell doom. For Example giving a Psychiatrist a higher payment for

Although research generally confirms that pay-for-performance plans can influence greater outcomes, it is unclear how effective different pay plans are relative to each other (Park, 2012). Like most things in business, compensation is something that requires evaluation, study, assessment, strategy, modeling and integration.  Achieving a pay for performance culture does not happen without paying attention to the behaviors, activities, rewards and motivations that have to be linked and reinforced through a well engineered and successfully executed process.  Actually if that process does not tie rewards to shareholder financial objectives, employ the proper mix of compensation elements, result in meaningful dollars, embrace performance that employees can impact and are effectively communicated and reinforced, then the results it produces will likely fall short (Vision Link Advisory Group, 2013).

They are thinking of implement a strategic compensation plan as well as various other options that will allow its organization to focus on its strategic objectives and develop a comprehensive plan, considering base pay, short- and long-term incentives, benefits and growth opportunities. This kind of planning helps ensure that the compensation system will support the organization's long-and short-term objectives without overlap, which would have more than one pay plan driving the same objectives. The ultimate objective of this process is to ensure that the compensation system and other important facets attract and retain the desired employees and that it motivates them to do those things that support the business plan.

1. Incentive compensation is a major practice that has continually been adopted by healthcare organizations, especially for managers. Most of these organizations use this tool as a means of rewarding employees financial for outstanding performance. Generally, incentive compensation involves the use of monetary reward for managers to attain specific established goals. Therefore, incentive compensation can be a motivational tool that benefits health care managers and the entire organization because it enables managers to achieve greater compensation while promoting organizational productivity. As the Chief Executive Officer of a hospital, I would design an incentive compensation program for my management team by aligning the financial rewards with business objectives and people costs. This will involve the use of a comprehensive approach that examines basic pay, health benefits, incentive opportunities, and retirement programs. The alignment of the compensation program is geared towards promoting organizational productivity and employee motivation.

To motivate employees to work towards reaching organizational goals, managers frequently depend on some form of enticement. Beyond monetary compensation, awards and additional types of acknowledgment can be given, and the ability to choose a work schedule is a possibility. A reasonable pay system, which would be an incentive for individuals and groups to achieve organizational goals, is a hardship manager’s face (Jones & George, 2011). Within the company that I work for, every quarter awards are presented to Customer Service Agents who have maintained a 95 percent or above quality score. Monetary awards are given out as well as time off coupons.

Keeping employees motivated in addition to creating incentives and/or additional ways for employees to receive more compensation will create better performance overall within an organization. Contrary if company B gives their employees incentives to perform, without any motivational tactics they probably will not have as many top performances as company A, in addition the company may only seek short term rewards verses have long term success. Lack of motivation for employees within an organization, can cause long term damage for the company’s success. Different things motivate everyone; therefore there should be a system in place to keep employees motivated for the long term success of the company. In the MBM textbook under the concept of incentives, compensation, and motivation, there are a couple of different views of how it should be applied within an organization. We will discuss The Social Role of Profit, Personal Profit and Losses, and the way Market-Based Management view how incentives, compensation, and motivation should be applied and the things that effectively drive employees’ actions while at work.

In 1911 the engineer Frederick Taylor published one of the earliest motivational theories. According to Taylor’s research, people worked purely for money. In the early years of the car assembly industry, work on a production line was based on producing quantity and was repetitive. Workers were paid ‘piece rate’, that

One of the first authors that dealt with the sources of motivation was Frederick Taylor who focussed on the overall productivity of an organisation. He linked this productivity to the effort an employee puts into their work which in turn is dependent on monetary rewards (Taylor, 1911). This theory was established in the context of the industrial age and thus is outdated for today’s analysis but it still provides a basic assumption which is often referred to by other authors. The total neglecting of a worker’s intrinsic motivators is a starting point for discussion for authors that conducted research in that area after Taylor.