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Work Rewards
An individual comes to work to meet economic needs, belonging needs, the need to feel a sense of self-worth, the need to serve others, or the need for self-development and self-expression" (Pascarella, 1997). This quote neatly expresses the complex nature of work, and explains the difficulties faced by employers who wish to seriously address the issue of work rewards. Unlike theories of the past, employers who wish to encourage an increased level of productivity and commitment from their workers are required to ensure the presence of a wide variety of work rewards. These factors include some, such as economic reward, that have existed as long as the concept of work itself, and others, such as ensuring that workers are able to fully utilize their educational and vocational skills, which are an increasing source of concern, and which successful employers of the future must address.
Pascarella again captures the essence of employment when he states that, "The need to earn a living still drives people to seek a job" (Pascarella, 1997). Despite modern business's emphasis upon improved working conditions, ergonomics, and team building, the primary motive behind work remains the economic rewards. For most individuals,...
Whereas the Protestant Ethic, which combined the importance of economic necessity with a moral or religious obligation to work, has lost much of its earlier influence (Pascarella, 1997), the desire to satisfy our economic needs is still a primary motivation to work. In addition to offering financial rewards, and therefore a degree of personal independence, work should also satisfy certain other needs, both basic and more complex. As Brandt points out, many of us measure our identity and our social worth by the type of work that we do, and by the level of success we achieve within our work (1997). It is crucial, therefore, that employers who wish to encourage the best from their employees ensure that their job, however meaningless or menial in reality, offers every employee a degree of responsibility, respect, and autonomy.
In past employment I have enjoyed the rewards that are inherent within a business that both encourages self-improvement and training, and also creates the opportunity for promotion. Unfortunately, as Sullivan observes, this important work reward is often overlooked and, in…
Reference
Brandt, B. Less is More. In Cooley, M., & Powell, K. (1997) Making Choices: Reading Issues in Context (pp. 191-198). Boston: Houghton.
Pascarella, P. Whatever Happened to the Old Protestant Ethic? In Cooley, M., & Powell, K. (1997) Making Choices: Reading Issues in Context (pp. 159-166). Boston: Houghton.
Sullivan, R.E. Jr. Greatly Reduced Expectations. In Cooley, M., & Powell, K. (1997) Making Choices: Reading Issues in Context (pp. 229-235). Boston: Houghton.
New Work Reward Systems New, Improved, Innovative: Employee Work Rewards In the book First, Break All the Rules: What the World's Greatest Managers Do Differently, authors Marcus Buckingham and Curt Coffman assert that employee satisfaction is not tied to compensation as tightly as the business world has imagined. Hard though it may be to belief, several key elements reportedly have stronger influence on employee morale and engagement with their work than wages,
Work Situation Standard Chartered Bank in America Houston, Texas Standard Chartered Bank is a multinational bank with several branches across the world offering different financial services in different regions. The bank is headquartered in New York City with operations in New Jersey, Florida, Houston Texas and California. The bank has been in operation in the U.S. since 1902 and has been employing thousands of the Americans. Its main focus in the U.S.
Reward System and Employee Needs Assessment Employee values and expectations vary from individual to individual, though there are some universal values and expectations that might be generalized to employees across most industries. Among these more generalized expectations include the desire for good pay and benefits, job security and work life balance opportunities. When developing a reward system it is vital that the organization incorporate these universal employee values and expectations into the
Work Motivation Assignment Describe the Equity Theory. Equity theory is a theory regarding the fairness and justice of material allocation between individuals. It is where workers believe they are being rewarded accordingly or not. If he or she is over or under awarded, a notion of anguish is created. In the end, further efforts must be committed to restore appropriate worth. The theory is basically about whether or not both parties are
He knew his father wouldn't approve. In "What I Wouldn't Do," the narrator tells of a whole string of "drifter" jobs, which occupy her until she moves on to another. The jobs are quite different one from the other. She doesn't seem to hate these jobs, nor does she love them either. She gets what she can out of them. For example, she says, "Cleaning houses was fine, dusting the
The popularized Skinnerian position concerning the inadequacy of punishment in suppressing "instrumental" behaviour is, if correct at all, only conditionally correct." Still other researchers such as Baron (1977) state that punishment can work under certain conditions: "(a) if you can punish almost every time, (b) punish immediately, - punish in socially acceptable ways, and (d) do not punish harshly or become overly angry." Regardless of scientific evidence or suspected measures