Work rewards and their impact on employee motivation

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, as with myself, the deciding factor between several jobs of a similar nature and level is the financial reward that is offered. 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 the modern business world "many thirty and forty-year-olds are struggling simply to hang onto their rungs" (1997). Productivity, morale, and commitment have a greater chance of being increased amongst employees who feel that their contribution is valued and, when merited, is rewarded. I have also been fortunate, in previous jobs, to secure work that has allowed me to use and develop my existing education and skills. It may sound obvious but, in an increasing number of businesses, there is a trend towards decreasing employee morale and productivity amongst those individuals whose work demands little of their educational knowledge or vocational skills. This trend can only be reversed by ensuring that, not only the "best and the brightest of the labor force" (Sullivan, 1997), but employees of all abilities are matched with work that utilizes their skills and offers them a sense of achievement and self-worth.

Hopefully, in future work, the benefits I gain will concern the reduction of working hours and the increased availability of flexible work. The studies and theories of Brandt confirm that, as the nature of work is changing, the structure of work and the benefits that it provides must also change (1997). By recognizing and addressing the growing desire of employees for work that provides the flexibility to allow them more time to spend on personal and family matters, employers will also benefit in terms of, "increased efficiency and productivity, reduced accidents and absenteeism, improved morale, lower turnover, and retention of valuable employees (1997).