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¶ … Organizational Human Resources Awards Program
The objective of this study is to respond to the following scenario: The writer of this work is charged with the role of the director of Human Resources in a fictitious company. The vice president of the Human Resource department has requested that you develop an organizational reward program for your company. All departments will adhere to the program. Included in the issues to be addressed are the type of rewards, reward criteria, the reason each criteria is necessary, distribution criteria, desired outcome, pay for performance and risk and benefits of the program.
The development of an organizational award program involves seeking support and commitment from the appointing authority and using input from employers for program development. The organizational mission and values are incorporated for the purpose of determining what accomplishments and behaviors will be rewarded and a motivation survey utilized for the determination of what incentives that the organization's staff values.
I. Identification of Rewards
The rewards should be such that are given for "significant outstanding performance that advances unit goals and should be tied to a specific accomplishment." (University of Boulder Colorado, nd) Rewards are reported as most effective "when they are meaningful to the individual." (University of Boulder Colorado, nd) Rewards should be designed in a way that "reflect the unique nature of the unit's work culture and organizational structure." (University of Boulder Colorado, nd) Rewards are reported to be such that should not be substituted for "A competitive salary plan." (University of Boulder Colorado, nd) Rewards are stated to be other than "adjustment to base salary, supplemental compensation or variable pay programs." (University of Boulder Colorado, nd)
II. World-At-Work Total Rewards Program
The World At Work Total Rewards Program is reported to include the components of: (1) compensation; (2) benefits; (3) Work-A-Life; (4) Performance and Recognition; (5) Development; and (6) Career Opportunities. Each of these components are described as follows:
(1) Compensation: Pay provided...
time, effort and skill). Includes both fixed and variable pay tied to levels of performance. (Work-A-Life Rewards Program, 2011)
(2) Benefits: Programs an employer uses to supplement the cash compensation that employees receive. These health, income protection, savings and retirement programs provide security for employees and their families. (Work-A-Life Rewards Program, 2011)
(3) Work-A-Life: A specific set of organizational practices, policies and programs, plus a philosophy, that actively supports efforts to help employees achieve success at both work and home. (Work-A-Life Rewards Program, 2011)
(4) Performance: The alignment of organizational, team and individual efforts toward the achievement of business goals and organizational success. It includes establishing expectations, skill demonstration, assessment, feedback and continuous improvement. (Work-A-Life Rewards Program, 2011)
(5) Recognition: Acknowledges or gives special attention to employee actions, efforts, behavior or performance. It meets an intrinsic psychological need for appreciation of one's efforts and can support business strategy by reinforcing certain behaviors (e.g., extraordinary accomplishments) that contribute to organizational success. Whether formal or informal, recognition programs acknowledge employee contributions immediately after the fact, usually without predetermined goals or performance levels that the employee is expected to achieve. Awards can be cash or noncash (e.g., verbal recognition, trophies, certificates, plaques, dinners, tickets, etc.); (Work-A-Life Rewards Program, 2011)
(6) Development: A set of learning experiences designed to enhance employees' applied skills and competencies. Development engages employees to perform better and engages leaders to advance their organizations' people strategies. (Work-A-Life Rewards Program, 2011)
(7) Career Opportunities: Involve the plan for employees to advance their career goals. May include advancement into a more responsible position in an organization. The company supports career opportunities internally so that talented employees are deployed in positions…
Bibliography
Guide to Motivating Employees (nd) University of Boulder Colorado, Department of Human Resources. Retrieved from: http://hr.colorado.edu/es/recognition/Documents/Motivation%20Guide.pdf
Schusteer, M. And Kisler, G. (nd) Aligning Rewards Systems in Organizational Design: How to Activate the Orphan Star Point. Retrieved from: http://c.ymcdn.com/sites/www.hrps.org/resource/resmgr/knowledgecenter_home/hrps_ps34-4_schusterkesler.pdf
Total Rewards Model (2011) Work at Work. Retrieved from: http://www.worldatwork.org/waw/adimLink?id=28330
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