The Best Way to Increase Work Motivation Essay

Introduction

The intent of this essay is to distinctively place the effects of fiscal wagess on the work motive of an organisation and besides whether or non this system of wages can do an addition in the degrees of work motive already present in the organisation Your Assignment Will Be Sent To You Without A Hitch! – a source http://www.recruitment4hockey.com/author/AmberClamp/ .tetongravity.com/community/profile/SarahEllis/”>https://www.tetongravity.com/community/profile/SarahEllis/ . It moreover aims to discourse weather Financial Rewards are the best manner to increase the work motive nowadays. Although the essay shall primary be focused on Financial Rewards and Work Motivation. other factors that may hold an consequence on work motive shall be discussed. For this intent the apprehension of work motive shall be taken as such: The factors that are internal and external to employees that determine when he or she works. how difficult he or she works and how long he or she works ( Colquitt. Lepine and Wesson. 2009. pp. 178-179 ) .

Furthermore the apprehension of Financial Rewards to be undertaken is: The full Reward System which focuses on Salary. Bonuses. Incentives etc. . which aims to increase the sum of attempt put in by the employees to accomplish their work ends and increase work motive in the organisation as a whole ( Hollyforde and Whiddett. 2002. p. 166 ) . By the decision of this essay the demand for Financial Rewards its importance and position as seemingly “the best way” to increase work motive shall understood.

There have been infinite attempts over the old ages to understand the legion factors and desires that determine and help to to the full appreciate the strength. quality. efficiency and dependability of the work public presentation of an employee. Since the eventual advancement of acquisition and observation of the environment and factors has led to the decision that an employee’s public presentation is one of the most distinguishing factors that the organisation or a concern needs to cultivate in order for the organisation to win. Work has ever existed and been about in one signifier or another throughout our history but it is merely in the recent twosome of decennaries that we have come to understand the motive to work or merely work motive ( Kressler. 2003. p. 3 ) . We must besides take into consideration that different ways of motive are influenced or can be influenced by the cultural context that it is applied in. Peoples of different civilizations may be motivated in different ways by the same wagess or inducements.

The System of Reward must non differ well from the civilization it is implanted in. However we must besides observe that most motivational theories are biased in the sense that they are US centric and based on surveies conducted on trial sample populations that may reflect cultural intensions and behaviours merely found in the US. ( Chiang and Birtch. 2012. pp. 538-541 ) A Theory that seems to understand the disadvantage of a system entirely focused on Financial Rewards is the Cognitive Evaluation Theory by E. L. Deci in which Financial Rewards would be seen as the External venue of Control and as understood by this it lessens the intrinsic motive of the employee or individual. It is assumed that activities are likely to be sustained longer if started by being motivated by intrinsic motive and non an extrinsic motive ( Hollyford. et Al. 2002. pp. 37-38 ) .

Harmonizing to the description by Kallberg and Rognes ( 2000 ) Non-financial wagess tend to hold more broader facets sing bettering public presentation and are focused on motive for the long term of an organisations towards their employees. On the other manus as per Hofstede’s Topology in the class of Individualism-Collectivism explains Financial Rewards as being short-run and transactional in nature hence they are preferred for persons who emphasize the facets of single part. single ability and those that support that personal attempts are finally responsible for the occupation result. It is besides suited to people who see an addition in Financial Rewards as an attainment of Higher Status and Authority in the organisation. ( Chiang. et Al. 2012. pp. 542 ) . Offering Non-Financial or pay benefits have been seen to hold a positive consequence as quoted by Francois Podeur.

“The employees prove a high grade of organisation committedness. are more loyal. experience more motivated to transcend their restrictions and personal growing. ” ( Ciorbagui-Naon. 2010. pp. 44 )

On the other manus as stated in Victor Vrooms Expectancy Theory in 1964 that when wagess are offered employees attempt is increased and Money is about ever used as it is purportedly the most powerful and influential inducement in society and is already in fact mostly used. . ( Zani. Rahim. Junos. Samanol. Ahmad. Merican. Saad and Ahmad. 2011. pp. 328-329 ) Since money is the footing or foundation of fiscal wagess and most Reward Systems the value of money against work motive can be straight quoted as follows:

“Money is non everything. Many would be happy with more clip off. or more occupation security. than more money. Peoples are prepared to merchandise off things for money once they have adequate or grow weary of the game. ” ( Furnham. 2006. p. 26-27 )

Furthermore several surveies that have been carried out sing the comparative importance of wage or money have shown that money or pay ranks below factors such as occupation satisfaction. acknowledgment. good people to work with etc. . But the inclination of people to rate the things and factors which are regarded as more socially acceptable or less socially acceptable higher or lower severally. the consequences of such surveies could hold varied or deceptive consequences ( Armstrong. 2010. p. 143-144 ) .

In Concurrence with the above. harmonizing to Deming “Pay is non a motivator” as it buys the things people want but it does non actuate you to work. There is no research that supports paying people more money will promote them to break the work public presentation. particularly in the long tally. This is besides agreed upon by Kohn ( 1993 ) and Turner ( 2006 ) . But the surveies besides concluded that it has a somewhat higher or lower consequence in different industries for illustration as in a survey by Turner ( 2006 ) conducted on mill workers and service business communities which found small relation between public presentation and fiscal inducements in mill workers but found the antonym when the survey was conducted on service business communities. ( Zani. et Al. 2011. pp. 330 ) .

Although Financial Rewards are purportedly provided every bit harmonizing to the Principle of Distributive Justice. this is non ever so as most systems are individualistically designed that they cater towards one person’s public presentation on the whole and may function to de-motivate the mean and low-performance attaining employees. Furthermore harmonizing to surveies by Thompson ( 1992b ) and Marsden and Richardson ( 1994 ) . fiscal inducements related to pay hold small to no consequence in increasing motive and work public presentation.

Besides harmonizing to these surveies the effects of Financial Rewards are difficult to find as there are problematic or disbelieving ways of supervising its effectivity and to besides take into consideration the other factors that at the same clip may be in consequence that may impact public presentation and motive such as invention. new engineering etc. Another factor that must be taken into consideration is the manner Financial Reward are introduced into the organisation and the rules and patterns used implementing it. harmonizing to a survey conducted for The Department of Employment in the UK by Bowey and Thorpe successful cubic decimeter results are more dependent on the effectivity of communicating and Support systems instead than the wage design or fiscal wages provided. ( Armstrong. et Al. 2010. pp. 147-150 ) .

Decision

On the footing of the above information reviewed and analyzed we can reason that while fiscal wagess are the most normally used and enforced system of wages used today it is non needfully the best manner to increase work motive on the whole. for the organisation. The usage of fiscal wagess can non be rejected or discarded as it plays a portion in actuating an person but it must be taken into consideration that Financial Rewards work best when within the Framework of an Integrated system of wages that combines both Non-financial and Fiscal Rewards together. The system that might work best is a system that takes into consideration besides the cultural context in which it is placed as this may hold an consequence on the public presentation of an single due to a wages used. Besides the ratio of Financial Rewards to Non-Financial Rewards affectedness is dependent on the industry or sector it is situated in.

Mentions

Armstrong. M. ( 2010 ) . Armstrong’s Handbook of wages Management Practice Improving Performance through Rewards. 3rd erectile dysfunction. London: Kogan Page Limited. pp. 143-144. Armstrong. M. ( 2010 ) . Armstrong’s Handbook of wages Management Practice Improving Performance through Rewards. 3rd erectile dysfunction. London: Kogan Page Limited. pp. 147-150. Chiang. F. F. T. and Birtch. T. A. ( 2012 ) . The Performance
Deductions of Financial and Non-Financial Wagess: An Asiatic Nordic Comparison. Journal of Management Studies. Vol. 49. No. 3. pp. 538-541 Chiang. F. F. T. and Birtch. T. A. ( 2012 ) . The Performance Implications of Financial and Non-Financial Wagess: An Asiatic Nordic Comparison. Journal of Management Studies. Vol. 49. No. 3. pp. 542 Ciorbagui-Naon. R. ( 2010 ) . Modalities of Non-Financial Motivation of Employees Within Organisations. Annalss of the University of Petrosani Economics. Vol. 10. No. 4. pp. 44. Colquitt. J. . Lepine. J. and Wesson. M. ( 2009 ) . Organizational Behavior Improving Performance and Commitment in the Workplace. 2nd erectile dysfunction. New York: McGraw-Hill/ Irwin. pp. 178-179. Furnham. A. ( 2006 ) . Pouring Money Down the Drain? . British Journal of Administrative Management. Vol. 53. Issue. 2. pp. 26-27. Kressler. H. ( 2003 ) . Motivate and reward Performance Appraisal and Incentive Systems for concern Success. Hampshire: Palgrave Macmillan. pp. 3 Hollyford. S and Whiddett. S. ( 2002 ) . The Motivation Handbook. London: CIPD House. pp. 37-38. Hollyforde. S. and Whiddett. S. ( 2002 ) . The Motivation Handbook. London: CIPD House. pp. 166. Zani. R. Md. . Rahim. N. A. . Junos. S. . Samanol. S. . Ahmad. S. S. . Merican. F. M. I. . Saad. S. M. and Ahmad. I. N. ( 2011 ) . Comparing the Impact of Financial and Non-Financial Rewards Towards Organizational Motivation. Interdisciplinary Journal of Contemporary Research in Business. Vol. 3. No. 4. pp. 328-329. Zani. R. Md. . Rahim. N. A. . Junos. S. . Samanol. S. . Ahmad. S. S. . Merican. F. M. I. . Saad. S. M. and Ahmad. I. N. ( 2011 ) . Comparing the Impact of Financial and Non-Financial Rewards Towards Organizational Motivation. Interdisciplinary Journal of Contemporary Research in Business. Vol. 3. No. 4. pp. 330.