Using Money To Motivate Employees: Texas Roadhouse
Strayer University
Human Resource Management 500
Dr. Robert Waldo
June 2, 2013
Using Money To Motivate Employees: Texas Roadhouse One can clearly observe and admit how in the case of Texas Roadhouse, management successfully used money to boost employee satisfaction, however money is not the only motivating factor. This discussion responds to, and questions the assumption of the following: “If we take care of our employees, they will take care of our customers.” Money is not nor cannot be the sole motivational tool to retain a quality workforce. Texas Roadhouse CEO Hart knows this which is why he coupled monetary rewards with a basic philosophy of
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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.
References
Aguinis, H., Joo, H., & Gottfredson, R. K. (2013, March). What monetary rewards can and cannot do: How to show employees the money. Business Horizons. pp. 241-249. doi:10.1016/j.bushor.2012.11.007
Fillion, K. (207). Bob Nelson, author of '1001 Ways To Reward Employees,” talks to Kate Fillion about why money means less at work than thanks. Maclean's, 120(34), 20-21.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2011). Fundamentals of human resource management. New York: McGraw
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Recognize & Reward Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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