Reward Management

Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.

INNOVATION AND FIRM CREATION 4. Creativity (Jan 31, Feb 5) • Video: Deep dive/IDEO Inc (Jan 31) • Creativity exercise in TEAMS (Jan 31) • Schilling Ch 12 (Jan 31) • E-clips: Howard Morgan (IdeaLab), Jaime Jorasch (Walker Digital) • Amabile: How to Kill Creativity? Harvard Business Review 1998 (course packet; writeup 1. For Feb 5)

3 specific best practices (programs/initiatives) that are currently being used in business today 1. Gathering and fostering creativity and innovation: In today’s economic environment everything changes rapidly not only the economic indicator but also people’s life-style or pattern of consumption. In such a rapidly shifting milieu, creative ideas, knowledge, and innovation are the only stable sources of capital (D. Oliver, “Achieving results through diversity: a strategy for success,” Ivey Business Journal Online, vol. 69, no. 4, 2005.) So developing a more diverse workforce can make the business full of creativity and vigour and the most important thing is that creativity and innovation are the indispensable factors in social

INTRODUCTION In today’s rapidly changing business environment, the ability to transform obstacles into opportunities can be a firm’s biggest advantage (Samašonok & Leškienė, 2015). As organizations recognize the need to be adaptable, creativity in the workplace has become one of the most important determinants of performance and success (Anderson, Potočnik & Zhou, 2014). To date, even though creativity has been linked to firm performance and survival (Nystrom, 1990), many managers admit that employees have “room to improve” in terms of creativity (Shalley, 2004).

New and Improved Rewards at Work Creating and implementing new and improved rewards systems at work has been a tool of success for many organizations. Corporations use these rewards to boost employee morale and to allow their employees “me time”. Throughout the course of this paper, I will determine how innovations in employee benefits can improve the overall competitive compensation strategy of the organization. Next, I will explain how innovative benefits could be tied to specific jobs. Thirdly, I will critique the effectiveness of equity-based rewards systems versus those with more creative approaches. Then, I will discuss the key elements of integrating innovation into a traditional total rewards program. Finally, I will recommend a

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.

Creativity and innovation are necessary in life, whether it is for evolving and adapting to new surroundings or for pulling a company out of a financial crisis, we use our creative abilities and innovate every day. In order to develop and grow the ability to think creatively, one must first understand where these ideas come from and in what environment innovation flourishes. Steven Johnson, Edward Burger, and Michael Starbird suggest change comes from productive thinking and working collaboratively in a group. Effective thinking can be broken down into five essential elements, while working collaboratively in a group setting allows for different views on the topic at hand creating a stronger more defined product or process.

Topic: Reward success Share in the rewards In the workforce, employees turns to be more involved in the successful results when they know that they will share in the rewards (Wilkinson, 1992). There have to be a well established incentives for better creation of ideas and efforts which would lead to increased business. Rewards allows employees to see themselves being valued and recognize their involvement in the business. Employees' morale and motivation is boosted and the staff progress on with higher level of creativity and

Introduction Incorporated in 1994, Crescent Point Energy is an intermediate sized conventional oil and gas company, with its head office located in Calgary, Alberta, Canada. Since going public in 2001, Crescent Point has focused on properties comprised of high quality, long life, operated light oil and natural gas reserves in United

Do some background reading and carry out some research to explain the link between organisational success, performance management and motivation and the relationship between performance management and reward. Write a report of no more than 1000 words, which summarises the outcome of your research and should include:

Individual report How creativity has been applied to a business idea or problem To make a business grow and achieve productive and efficient results you need to invoke creativity which has always been an essential business skill. Since long time creativity has been applied to a business world as companies seek to

Creativity has become a buzzword. It is often mixed and used interchangeably with innovation. Therefore, many corporate leaders, managers and ordinary employees associate creativity with something sophisticated and complex, requiring a lot of effort and knowledge, and, therefore, difficult to pursue. Although creativity is a critical building block of innovation, it is not the same. Moreover, it is not something that corporate leaders should ignore or be scared to encourage. In today’s world, where product centric approach is not sufficient for corporate success and progress, creativity in organizations is as important, including for profitability, as having adequate financial and capital resources. For that reason, the study of creativity

Allowing workers creativity to flow in the workplace has revolutionized the working field in our changing society. Our workplace has “become much more of a thought-based economy than a widget-based one” (Fries, 2010) which demands new ideas and innovation. Creativity has led to innovative technology, products, services, problem solving and much more. “Creativity is the mental and social process used to generate ideas, concepts and associations that lead to the exploitation of new ideas” (May). Encouraging employees to think creatively has results in “a higher sense of hope and well-being and thus express more positive emotions and employees are able to broaden their thought processes” (Huebner, 2011).

References Harvard business essentials : managing creativity and innovation, 2003, Harvard Business School Press, Boston, Mass.

Effective reward management is critical to organisational performance 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