Total Rewards

Develop the message – messages are tailored and developed to specific audiences. When preparing messages it is important to think about who the message is for, what you want the message to receive and what you want the recipient to do as a result of the message.

2. Formulate a total rewards strategy to encompass the fundamentals of compensation and the regulatory environments.

First, the reward should be valued. Reward will not provide motivation for higher performance if it had no value. According to different situation, the reward should be various for different level of staff. For example, an extra compensation package can be given annually to those valuable skilled physicians. It is a useful way to attract and retain good doctors, which will have a aggregation effect for those experienced personnel. These aggregation effect could increase the FSC performance and make a benefits to the organization effectively.

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.

The five levels of audience you need to consider are the gatekeeper, primary, secondary, auxiliary, and watchdog audience. Gatekeepers are normally supervisors or people higher up in the agency, however, they can also be people outside of the corporation. Gatekeepers have the authority to stop communications to other audiences rather than sending the material on to other audiences. An example of a gatekeeper is the director of the daycare center I work at. The primary audience is often the audience you first think of and are those who receive the communication directly and are most likely to act from the message. This audience must be reached for your message to succeed. An example of a primary audience would be all the staff members at our

The main purpose of reward within a performance management system are to retain, motivate employees and reduce turnover.

There are several advantages to using a total rewards approach to compensating the workforce. The top five are described in the text (pp. 15—17). The following paragraphs discuss the facets of the Geico total rewards program that align with these advantages:

The six features of an effective total rewards program include: focusing on alignment, taking the employees views into account, measuring / managing costs, the greater use of incentive based pay, having effective communication / education and managing the reward program. The combination of these factors is helping firms to more efficiently monitor the sales force.

After using all the aspects of the AIM process, writing the message is the next step. It is important to pay attention to the tone and design that the company wants to achieve. The tone should be cheery to try obtaining positive responses from stakeholders. The message should have short paragraphs so it can be read quickly, but still maintaining important

advantages of a total rewards program outlined in Chapter 2 of the textbook and discuss

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.

Recognize & Reward Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

There needs to be variety in the rewards. A poll could be taken of the employees and ask them what would be fair rewards for met goals. The employer could take the majority opinion of the poll and offer the result as a reward or offer options of rewards either by individuals or by group. The rewards must be of value to the employee that is the bottom line.

A reward strategy statement is basically a set of guiding principles as to how associated practices will be applied to support the organization’s aims. Most importantly, the reward strategy statement should indicate the primary purposes to which reward management will be directed. A reward strategy that has a cost focus would be concerned, first and foremost, with controlling labour costs and keeping labour costs in line with industry levels and external labour market practices. A strategy that focuses on a staffing role would highlight the role of remuneration in attracting and retaining staff of the right type. A strategy that has a motivational focus would emphasis the role of financial and non-financial rewards in eliciting desired performance factors.

Rewards also can give from organization in money. Schwab (1985), devide rewards to three types, the works it self, Human Resource policy and social enviroment. He also said, the rewards is factors of motivation highly effective because can help employee achieve the goal.