The Motivational Model At Accountback

Managers in many cases are presented with sales incentives in a retail environment. These incentives may range from free products, to cash prizes, to trips, bonuses, etc.

Although the achievement culture contained a few drawbacks, there were a few perks that allowed the organization to succeed. Many department managers had a goal oriented mentality, this mentality allowed them to become creative in how to meet their goals. When sales goals were met, bonuses and rewards were given to department managers. This type of personal initiative gives employees a reason to work and to want to help the organization. Additionally, when sales goals are met there is usually an increase payroll for the company; this increase in payroll allows workers to work more hours and be more financially stable.

The purpose for the organization Walgreens is to stay put in a dynamic, self-motivated and energetic business environment. Walgreens is a successful business looking to progress overall presentation and place the company for potential expansion. In order for this to follow through, a total rewards program needs to be created. The incentives and compensation plan must connect with the goals of the organization. A solid rewards program will build motivation in the work place. As the text states, “The notions that rewards are means to motivate employees assuming that the rewards are distributed fairly. Rewards seem to be part of many different perspectives in motivation

A well-articulated compensation philosophy drives organizational success by aligning pay and other rewards with business strategy. It provides the foundation for plan design and administration and anchors current and future plans to the company's culture and values (Kaplan, 2006, p.32). Recognizing and rewarding achievement is the cornerstone of the company A’s compensation philosophy. The mission of the company is to attract, select, place and promote all individuals based on their qualifications. The company believes that performance-based compensation helps attract, develop and retain talented professionals. In addition to base pay which based upon local market conditions and targeted to be above market, the company provides the following types of potential compensation to reward performance:

In each of the following six paragraphs there is a description of one of six features of an effective total rewards program that will motivate a sales force to produce the highest number of clients.

The sales department is the heart of every company. A company depends on the sales of their products. The success of the sales department is imperative to the continued growth of a company. In order for a sales department to experience success, the company must find new ways to motivate the employees on a continuous basis. An excellent way to motivate the employees is to provide incentive programs or total rewards programs. These incentive programs

There are numerous motivational theories that explain why people do what they do. When viewed collectively, these theories suggest people’s actions are driven by the following factors: economic, social, and self-construct. Economic factors include not only money, but health protection, security, wealth, physical safety, and purchasing power. Sales commissions fit most of these needs, but do not fully meet the needs for security and physical safety. When people think about and act upon what others think of them, they are being influenced by social factors. Most people will work harder for positive feedback and avoid performance that garners negative feedback. For example, some people are eager to conform to the norms of a sales team and are positively motivated by the performance of the entire team. Self-construct is the inner voice that drives an individual to perform and differs in every individual. Some people are driven in the pursuit of self-accomplishment, while others are driven by the need for power or acceptance. Each of these factors are combined in varying degrees in all individuals, whether salespeople or not.

The effectiveness of a total rewards program is determined by the specific practices organizations use. However, the process of implementing these programs is laden with challenges. As such, an organization ignores these challenges at its own peril. This paper seeks to recommend changes to the Burlington Coat Factory’s total rewards program and provide plans for communicating these changes in addition to the risks and opportunities emanating from these reward programs.

Being that there are differences in intrinsic and extrinsic motivators for the current working generations, leaders are responsible for creating diversified compensation packages to better reflect these different motivators in order to keep a competitive

Steven Kerr’s article highlighted the multitude of problems associated with organizations and their faulty reward systems or incentives that are set up to accomplish one then, yet motivate people to do another. Kerr simply states: “Managers who complain about lack of motivation in their workers might do well to consider the possibility that the reward systems they have installed are paying off for behavior other than what they are seeking.” While Kerr gives a myriad of examples to illustrate this issue, I’d like to specifically focus in depth on two of them.

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.

The current growth of Designs by Kate’s (DBK) business model is not sustainable for a future success of the company. In order to maintain, respectively improve its performance and thusly its position within the direct sales industry, it is essential that Kate Creevey realizes, how important the monetary reward for the sales representatives is. Therefore it is recommended that the compensation structure as a motivational tool should be changed in order to guarantee maximizing the key financial objectives, which can predominantly be defined as further volume growth. Sales growth is driven by two factors: in the first place by the number of sales representatives and secondly, by their increased productivity, when they become team leaders.

Human Resources is dependent on the success, happiness, and contentment of employees that keep the business on course. Motivation is one of the best ways to push employees forward while making sure everyone is in a comfortable position in their job. Motivational theories just attempt to explain what motivates or makes people act the way that they do. The goal of understanding these theories and their outcomes is to ensure a better performance from each employee, and to give each of those employees the best situation they can have in the workplace. Visionaries such as Abraham Maslow, Frederick Herzberg, and Henry A. Landsberger also brought forward new ways of management and ways to handle internal situations that changed the landscape of human resources as a whole. Motivational theories instituted in the workplace have a commonly positive effect on both employees and management, showing that it is important to strive for proven motivational practices.

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.