Reward Power And Reward Powers

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.

Employee expectations are also critical influencing the reward structure. Meeting employee’s expectations is important to generate a motivated work force. The employee’s need and

The amount of legitimate power someone has depends on the importance of the position she or he occupies and the willingness to grant authority to the person in that position. The benefits of this type of power are that incorporates weight of the entire organization, effective for gaining obedience, helps large organizations function effectively. The costs are that lowers follower task performance, lowers follower task satisfaction, and may become less effective overtime.

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.

According to Peter G. Northouse, Personal power comes from the followers and include reverent and expert power. Followers give it to the leaders because followers believe leader have something of value. Treating power as a share resources is important because it deemphasizes the idea that the leader are power wielders. (Northouse pg.16). Leaders (managers) and followers (staff employees) must work together and have trust between one another, however the manager must set boundaries between friendship and the office relationship. Setting these boundaries not only protect the individuals but also the company from legal liability. Managers as leaders shouldn’t be view as having more power rather they should possess the ability to motivate the staff to achieve high quality job satisfaction.

Though reward power is not a bad way to exercise influence, it cannot be used too often because it will lose its persuasiveness. Potentially this shows a weakness between what I perceive of myself and what is actually done. However, this assessment does show my draw to relationships is a strength in building up the referent power base. Even though referent power takes time to build it still brings in the foundation of leadership, which is relationships are vital to successful influence which in turn leads to successful

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.

A motivated workforce can be a significant success when employees are motivated to work at a higher levels of productivity. Also this means the whole organization is more effective at reaching it’s goals. Rewards can be a positive outcome when it comes to boosting your organizations self-confidence and higher employee satisfaction. Having a reward system can always be a good outcomes because this shows how much your workers are willing to work to achieving a goal in order to receive something in return. This not only gets things done but brings out another side of your organizations as a whole.

According to Tubbs, of the five types of powers that he discuss are Reward, which is the power an individual hold to reward someone be it financial or emotional (flattery), Coercive, the power an individual hold to punish ( Also known as Scrooge Power, (Tubbs, 2012)), Legitimate, the power an individual hold derived from the power given from others over themselves ( Think president in USA or Parliament in the Europe, or even the Boss you are working for.

Reward power is often common in the workplace when employees are praised from meeting goals or deadlines, or just having doing something special for another coworker. Rewards can range from gift cards, commission, pay raises or even promotions depending on the case. Everyone likes being praised for their accomplishments, so this power is usually one of the common powers in large organizations with a large amount of employees. (Abudi, 2011)

Power has been addressed in academic literature in several ways but most commonly describing “power as the ability to control valued resources and administer rewards and

For each member of our group to be high-performing and for the group to perform well as a whole, we must use positive reinforcement by presenting attractive consequences of performing well to one another. In our case, we will use positive reinforcement with the hope of each member showing more enthusiasm, respect, punctuality, cooperation and dedication. To increase these desired behaviors, we ought to reinforce the idea that these behaviors will lead to a good grade, praise from our professors, an enjoyable work environment, and an efficient team. Thus, these behaviors will be more apparent in our group members, and these rewards will likely be achieved. This chain of events from behavior to consequences can also be explained through the Expectancy Theory. With significant effort, our group can meet our standards of high performance. These performance standards will most likely result in the rewards of good grades, compliments for our work and an efficient and enjoyable team dynamic. If we can maintain tight links between effort and performance and performance and outcome using the Expectancy Theory, our group will be more extrinsically motivated.

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.

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

Power of reward is based on the manager’s ability to influence employees with something of value. To give or withhold rewards.