Relationship And Employee Motivation

Question: Discuss about the Fundamental Rewards are Fundamental Part of the Employment. Answer: Introduction Employee motivation is described as employees zeel to perform work and achieve their objectives in their roles. Employees are motivated by what happens in their life. Managers can invest and drive performance based on motivations demonstrated by the employee by fulfilling the various expectations and needs of their workers. Financial reward involves giving out the cash prize to encourage employees and staffers for the accomplishment of the specific goals of the organization. Also, it is the use of monetary incentives to enhance the performance of the employees through motivation and fostering the employer/employee relationship. The pros of financial incentives outweigh the cons that provide a chance for the improvement of the benefits. The management of the organization can manage disadvantage of financial rewards, therefore, most of the companies are encouraged to adopt strategies on how to manage issue concerning employee compensation and rewarding. Employers of the top most organi zation are looking for ways and means of increasing productivity and efficiency of employees and their thinking capacity limits at the monetary rewards. For example, a cash reward might be given to the best-producing sales employee or the person with the newest leads. Financial compensation can be in the form of closed percentage sales, profit sharing, and an organization bonus programs. Furthermore, financial incentives can be given on the spot for the recognition of innovation or any form of creativity and individual achievement in the organization. Financial rewards are a fundamental part of the employment relationship and employee motivation,' is a debatable statement. Reasons for the statement It is an easy way of influencing specific behaviors of employees. Each employer has a dream to employees with developed behaviors, which facilitate easy management of employees task in the organization (Leigh and Marcin 2012, p.445-450). An employer would be triumphal to receive a reward of an employee who does not create issues at the workplace. The developed behaviors of an employee include the following; Positive can do attitude This attitude involves readiness, availability and willingness to get the job done at the right time. Can do attitude is a behavior that every employee would keep at the frontline of the organization to ensure the success of the business (Bryant and Allen 2014, p.171-175). Employers need to appreciate such attitudes from their employees to enable them to be focused, busy and productive for the company. Employees with this kind of behavior are eager to extra miles beyond their regular duties to promote the further success of the organization. Friendly and courteous Employees who exercise courteous and friendly to other people such as coworkers, managers, and customers would create a favorable environment in the workplace and make a pleasant office for the manager than those who cause interference day by day (Leigh and Marcin 2012, p.445-450). Courteous and friendly in an organization brightens the office, maintain a good atmosphere and create a problem-free organization. Meets deadline Employees who meet deadlines in a team are always described as organized and responsible for their duties. When a particular deadline is given to an employee, a good worker will ensure meeting the deadline by maintaining a clean and well-arranged workspace (Bryant and Allen 2014, p.171-175). Meeting project deadline promotes the relationship between the employer and the employee as well as motivating every individual to work towards the achievement of the organizational goals. Responsibility taker An employee need to responsible for his or her duties. Those who consider and value their work and the future of the company will take the responsibility of telling the truth. The mistake is not an error unless it is recurrent (Panaccio and Vandenberghe 2014,p821-848). An employee who is capable of explaining the nature of his or her mistake in an organization set up would have an opportunity to be understood better by the employer. Punctuality and good attendance Regular attendance and arriving on time at the office help one to know the trust among the employees (Whitaker 2009). An individual who attend morning meetings arrives in time and ensure that the working environment is ready for production has a peace of mind with the organization (Anitha 2014). Employers are aware of all the employees who usually not punctual at the workplace and possibly missing staff meetings. A reliable and available worker would always be at peace with everyone. Secondly, the financial reward does not allow for personalization. Each is paid according to the organization salary regulations, and no one will mind about other employees salary (Whitaker 2009). The paid employee is motivated to work more than before knowing that hard work pays. Hard working employees are considered first during the promotion, and this virtue encourages everyone to perform their duties towards achieving the company goals and objectives (Stanely 2013). Personalization of payment might create worry in other employees mind, which reduces their rate of work performance, morale decreases, and loss productivity hence failure to accomplish the business goals. Moreover, many workers do not allow to be identified and appreciated for good performance, which in turn improves retention and morale of the employees. Improving employee retention is an important strategy in the organizational management (Gupta and Shaw 2014,p.1-4). Providing proper incentives and rewards to workers facilitate a high degree of workers retention and minimize employee turnover. Other than financial compensation, the employee morale, and retention can be improved by proper engagement, equal and fair treatment of all the staff, training, fun making and being transparent to the organization. Also, financial reward aids in the accomplishment of short-term goals of the organization such as maximizing productivity, increasing stock, replacement of existing machinery, establishing of another product line and creating new policies. Incentive provision minimizes problematic behaviors in the organization such as employee turnover, employee absenteeism, gossip and rumors within the organization and inequality in service delivery (Gupta and Shaw 2014,p.1-4). An incentive scheme also improves employee attitude and working environment of an organization. The incentive scheme is a program established to encourage productivity of the company through accomplishing important objectives such as decreasing the number of staff-hours lost. Monetary rewards in an organization are a way of providing extra compensation of workers who are constraints and do not suitable for promotion. Promotion is not for every hardworking employee, therefore, financial reward would play a role of compensating the workers who have not been promoted (Gupta and Shaw 2014, p.1-4). Compensation aids in the company to be competitive and fruitful. Strategic compensation ensures that personnel budget is in control by the organization as a whole and such systems might be perceived as fair in a manner that extra effort is equated to extra money compared to other systems whereby all the workers are paid equally regardless of their effort. Another reason for financial reward is showing esteem. Provision of financial rewards shows that employers value the employee's work and contribution to the organization. Though appreciation can sometimes be a motivating factor as well cash bonus or incentive impart an expression of esteem. Workers who are valued usually work hard to meet their personal and company goals since they expect for the financial increase in future and their participation are identified and treated as important in the business set up. The practical financial benefit is one of the major significance of financial reward in the organization because extra income is ever useful. For example, in U.S.A 40% of Americans spend more than they earn per year and this shows the spread of nature of an individual income being inadequate to cover daily requirements. The extra money in the cash bonus provides additional revenue for employee hence practical benefit. Reasons against the statement When an excess of financial rewards are in place, many workers may use ethical means of earning them persuading themselves that the mean is justified by the end (Chiang and Birtch 2012,p.532-571). When employees value reward so much, they become less active towards achieving organizational goals and setting their mind into money (Gerhart and Fang 2014,P.41-52). The short cuts and easy ways of accomplishing the company goals will be developed, and that tendency might cause dangerous and unethical activities in the society. Secondly, financial reward encourages creation of pay inequality, which can elevate employee turnover and reduce work performance (Gerhart and Fang 2014,P.41-52). Financial reward can be based on job performance that leads to different compensation to managers and employees hence inequality in payment facilitate frustration, hatred, upset and resentment (Ledford and Gerhart 2013,p17-29). Incentives not only enable employees to boost themselves and their families but also to identify the personality of every individual, value, and status in the society. Notre Dames Matt Bloom demonstrated that organizations with higher pay inequality encounter major problems such as employee turnover, loss of morale and lower performance. He used an analogy of league baseball players whereby lowly paid players lost more games and scored few goals compared to players that earn a high salary (Sparrow 2013,p.233). The advantage of best performers is outweighed by the price of low performers who are usual ly treated unfairly, which decreases their effort. Likely, Rutgers and Donald Hambrick also demonstrated that high inequality payment in the top management team experience lower market to book value as well as shareholders of the company (Grandey, Chi and Diamond 2013,p580-612). Researchers have illustrated that pay scheme for individual rewards depend on the perspective value of the organization, which is regarded as unhealthy that can generate adverse effects on collaboration by engaging in a bad comparison to one another (Ledford and Gerhart 2013,p17-29). Some studies have shown that stakeholders are most likely to quit companies with high pay inequality arguing that incentives provide inequalities that cause poor performance, low retention, and less collaboration. Also, the third risk of financial incentives relates to the reduction of the motivation of employees. In 1970s, Mark Lepper came up with a study whereby participants were appointed to play the game for fun as the rewards were presented to the successful person (Chiang and Birtch 2012,p.532-571). When the rewards were withdrawn, the participants stopped playing the game. The researchers then concluded that work is for incentives (Thompson, 2014). This indicates that rewards interfere with motivation to work and it becomes a challenging responsibility more so when produced in a controlling manner. Moreover, motivating employees with financial rewards such as bonuses and commission cause inconsistency (Thompson, 2014). For instance, a small organization may a profitable year hence can be able to provide rewards to the employees and workers but if the organization realized no profit, there would be no rewards even for the hardworking individuals (Aguinis and Joo 2013,p.249). This reduces the morale of work performance when the employee's expectation is not targeted. Teamwork is also another drawback to financial rewards. Team workers perform better than the individual performance to accomplish the organization goals (Zhang and Chang 2013, p.531-535). These incentives may interfere with the teamwork because rewarding only goes to the individuals who have achieved their personal objectives of the company hence causing divisiveness in the teamwork. For instance, most organizations present bonuses depending on the quantity of task an individual performs at a given duration of time. Burn out is also another adverse effect of financial reward (Sparrow 2013,p.233). Bonuses are meant for workers with extra working hours while other employees may work for long days with an objective to boost the opportunity of getting rewards, which may cause employ to be overworked hence leading to low morale and productivity per hour spent at work (Grandey, Chi and Diamond 2013,p580-612). Performance that depends on incentives can have an adverse effect on customers if workers are rewarded based on customer interaction (Mohamed 2016). For example, many sale agents obtain their payments based on commission and bonuses upon some sales. This provides sales representative with a chance to push for more sales, which can be a turn off to the customers. Finally, employee turnover is facilitated by the financial reward to an employee, which may be in the form of dismissal and attrition (Zhang and Chang 2013, p.531-535). An employee may see others being rewarded because of their good performance and feel disappointment. The rationale behind understanding employee motivation cannot be truly tolerated by others, which may lead to the resignation of members of the organization (Mohamed 2016). Dishonesty is also encountered by financial rewards. The motivation of employees can lead to integrity failure. When an employee does not tie satisfaction of the customer in sale statistics, the default may endorse sales at any cost, which can lead to employee quarrels over customers. Conclusion Financial reward in many organizations plays a role in promoting accomplishment of goals and objectives of the company. The pros of financial incentives outweigh the cons that provide a chance for the improvement of the benefits. The management of the organization can manage disadvantage of financial rewards. Therefore, most of the companies are encouraged to adopt strategies on how to manage issue concerning employee compensation and rewarding. If the company suffers on financial rewarding of employees, it may be promoted to avoid monetary compensation and shift to more of non-financial incentives such as training and other forms of compensation. Reference Bryant, P.C. and Allen, D.G., 2013. 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