File Name: rewarding and recognizing employees .zip
- Rewards and Recognition: Make a difference to the talent in your organisation Acknowledgements
- Reward management
- Impact of Reward and Recognition on Job Satisfaction and Motivation
Rewards and Recognition: Make a difference to the talent in your organisation Acknowledgements
In a competitive business climate, more business owners are looking at improvements in quality while reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while small businesses need to get more from their employees, their employees are looking for more out of them.
Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit a small business. Although these terms are often used interchangeably, reward and recognition systems should be considered separately.
They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance.
As noted, although employee recognition programs are often combined with reward programs they retain a different purpose altogether. They are intended to provide a psychological—rewards a financial—benefit.
Although many elements of designing and maintaining reward and recognition systems are the same, it is useful to keep this difference in mind, especially for small business owners interested in motivating staffs while keeping costs low.
In designing a reward program, a small business owner needs to separate the salary or merit pay system from the reward system. Financial rewards, especially those given on a regular basis such as bonuses, profit sharing, etc.
By doing so, a manager can avoid a sense of entitlement on the part of the employee and ensure that the reward emphasizes excellence or achievement rather than basic competency. Merit pay increases, then, are not part of an employee reward system. Normally, they are an increase for inflation with additional percentages separating employees by competency.
They are not particularly motivating since the distinction that is usually made between a good employee and an average one is relatively small. In addition, they increase the fixed costs of a company as opposed to variable pay increases, such as bonuses, which have to be "re-earned" each year.
Finally, in many small businesses teamwork is a crucial element of a successful employee's job. Merit increases generally review an individual's job performance, without adequately taking into account the performance within the context of the group or business. In order to reap benefits such as increased productivity, the entrepreneur designing a reward program must identify company or group goals to be reached and the behaviors or performance that will contribute to this.
While this may seem obvious, companies frequently make the mistake of rewarding behaviors or achievements that either fail to further business goals or actually sabotage them. If teamwork is a business goal, a bonus system rewarding individuals who improve their productivity by themselves or at the expense of another does not make sense. Likewise, if quality is an important issue for an entrepreneur, the reward system that he or she designs should not emphasize rewarding the quantity of work accomplished by a business unit.
Properly measuring performance ensures the program pays off in terms of business goals. Since rewards have a real cost in terms of time or money, small business owners need to confirm that performance has actually improved before rewarding it. Often this requires measuring something other than financial returns: reduced defects, happier customers, more rapid deliveries, etc.
When developing a rewards program, an entrepreneur should consider matching rewards to the end result for the company. It is also important to consider rewarding both individual and group accomplishments in order to promote both individual initiative and group cooperation and performance. Lastly, in order for a rewards program to be successful, the specifics need to be clearly spelled out for every employee. Motivation depends on the individual's ability to understand what is being asked of her.
Once this has been done, reinforce the original communication with regular meetings or memos promoting the program. Keep your communications simple but frequent to ensure staff members are kept abreast of changes to the system.
There are a number of different types of reward programs aimed at both individual and team performance. Variable pay or pay-for-performance is a compensation program in which a portion of a person's pay is considered "at risk. It can take many forms, including bonus programs, stock options, and one-time awards for significant accomplishments. Some companies choose to pay their employees less than competitors but attempt to motivate and reward employees using a variable pay program instead.
Good incentive pay packages provide an optimal challenge, one that stretches employees but remains in reach. If too much is required to reach the goal, the program will be ignored. Bonus programs have been used in American business for some time. They usually reward individual accomplishment and are frequently used in sales organizations to encourage salespersons to generate additional business or higher profits. They can also be used, however, to recognize group accomplishments.
Indeed, increasing numbers of businesses have switched from individual bonus programs to one which reward contributions to corporate performance at group, departmental, or company-wide levels. According to some experts, small businesses interested in long-term benefits should probably consider another type of reward.
Bonuses are generally short-term motivators. By rewarding an employee's performance for the previous year, they encourage a short-term perspective rather than future-oriented accomplishments. In addition, these programs need to be carefully structured to ensure they are rewarding accomplishments above and beyond an individual or group's basic functions.
Otherwise, they run the risk of being perceived of as entitlements or regular merit pay, rather than a reward for outstanding work. Proponents, however, contend that bonuses are a perfectly legitimate means of rewarding outstanding performance, and they argue that such compensation can actually be a powerful tool to encourage future top-level efforts.
Profit sharing refers to the strategy of creating a pool of monies to be disbursed to employees by taking a stated percentage of a company's profits. The amount given to an employee is usually equal to a percentage of the employee's salary and is disbursed after a business closes its books for the year. The benefits can be provided either in actual cash or via contributions to employee's k plans.
A benefit for a company offering this type of reward is that it can keep fixed costs low. The idea behind profit sharing is to reward employees for their contributions to a company's achieved profit goal. It encourages employees to stay put because it is usually structured to reward employees who stay with the company; most profit sharing programs require an employee to be vested in the program over a number of years before receiving any money. Unless well managed, profit sharing may not properly motivate individuals if all receive the share anyway.
A team spirit everyone pulling together to achieve that profit can counter this—especially if it arises from the employees and is not just management propaganda. Previously the territory of upper management and large companies, stock options have become an increasingly popular method in recent years of rewarding middle management and other employees in both mature companies and start-ups. Employee stock-option programs give employees the right to buy a specified number of a company's shares at a fixed price for a specified period of time usually around ten years.
They are generally authorized by a company's board of directors and approved by its shareholders. The number of options a company can award to employees is usually equal to a certain percentage of the company's shares outstanding.
Like profit sharing plans, stock options usually reward employees for sticking around, serving as a long-term motivator. Once an employee has been with a company for a certain period of time usually around four years , he or she is fully vested in the program.
If the employee leaves the company prior to being fully vested, those options are canceled. After an employee becomes fully vested in the program, he or she can purchase from the company an allotted number of shares at the strike price or the fixed price originally agreed to.
This purchase is known as "exercising" stock options. After purchasing the stock, the employee can either retain it or sell it on the open market with the difference in strike price and market price being the employee's gain in the value of the shares. Offering additional stock in this manner presents risks for both the company and the employee. If the option's strike price is higher than the market price of the stock, the employee's option is worthless.
When an employee exercises an option, the company is required to issue a new share of stock that can be publicly traded. The company's market capitalization grows by the market price of the share, rather than the strike price that the employee purchases the stock for. The possibility of reduction of company earnings impacting both the company and shareholders arises when the company has a greater number of shares outstanding. To keep ahead of this possibility, earnings must increase at a rate equal to the rate at which outstanding shares increase.
Otherwise, the company must repurchase shares on the open market to reduce the number of outstanding shares.
One benefit to offering stock options is a company's ability to take a tax deduction for compensation expense when it issues shares to employees who are exercising their options.
Another benefit to offering options is that while they could be considered a portion of compensation, current accounting methods do not require businesses to show options as an expense on their books.
This tends to inflate the value of a company. Companies should think carefully about this as a benefit, however. If accounting rules were to become more conservative, corporate earnings could be impacted as a result. As more small businesses use team structures to reach their goals, many entrepreneurs look for ways to reward cooperation between departments and individuals. Bonuses, profit sharing, and stock options can all be used to reward team and group accomplishments.
An entrepreneur can choose to reward individual or group contributions or a combination of the two. Group-based reward systems are based on a measurement of team performance, with individual rewards received on the basis of this performance. While these systems encourage individual efforts toward common business goals, they also tend to reward under-performing employees along with average and above-average employees.
A reward program which recognizes individual achievements in addition to team performance can provide extra incentive for employees. For small business owners and other managers, a recognition program may appear to be merely extra effort on their part with few tangible returns in terms of employee performance. While most employees certainly appreciate monetary awards for a job well done, many people merely seek recognition of their hard work.
For an entrepreneur with more ingenuity than cash available, this presents an opportunity to motivate employees. Nor will the entrepreneur be far off the mark. As Patricia Odell reported, writing for Promo , "Cash is no longer the ultimate motivator. In order to develop an effective recognition program, a small business owner must be sure to separate the program from the company's system of rewarding employees.
This ensures a focus on recognizing the efforts of employees. To this end, although the recognition may have a monetary value such as a luncheon, gift certificates, or plaques , money itself is not given to recognize performance. Recognition has a timing element: it must occur so that the performance recognized is still fresh in the mind. If high performance continues, recognition should be frequent but cautiously timed so that it doesn't become automatic.
Furthermore, like rewards, the method of recognition needs to be appropriate for the achievement. This also ensures that those actions which go farthest in supporting corporate goals receive the most attention. However, an entrepreneur should remain flexible in the methods of recognition, as different employees are motivated by different forms of recognition.
Finally, employees need to clearly understand the behavior or action being recognized. A small business owner can ensure this by being specific in what actions will be recognized and then reinforcing this by communicating exactly what an employee did to be recognized.
Text Size: S M L. Search for:. Successful organizations understand the importance of developing a recognition and reward program to recognize the accomplishments and validate the work of their employees. These programs may be formal, offering material incentives for employees who achieve predetermined goals, or informal, providing positive feedback in the form of verbal praise. Perhaps, the most effective program is that which encompasses a range of recognition activities that reflects the unique culture of the organization. As explained by Recognition Professionals International , the application of employee recognition is rooted in the behavioral psychology principle of positive reinforcement — behavior which is rewarded is most likely to be repeated.
In a competitive business climate, more business owners are looking at improvements in quality while reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while small businesses need to get more from their employees, their employees are looking for more out of them. Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit a small business. Although these terms are often used interchangeably, reward and recognition systems should be considered separately. They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance.
PDF | The general objective of the research was to study the impact of rewards and Hence, if rewards and recognition offered to employees were to be altered, then there Everyday there is an opportunity to recognize.
Impact of Reward and Recognition on Job Satisfaction and Motivation
At UC Berkeley, we recognize that the collective efforts of all staff members contribute to the overall mission of the University and that we should encourage opportunities for those efforts to be acknowledged. In order to attract and retain the best employees, we must aim to create an environment where employees feel appreciated for their contributions. Recognition is a great esteem builder and can help create workplace loyalty and build a sense of community. It helps employees see what their co-workers are doing, and why.
Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization. Reward management consists of analysing and controlling employee remuneration , compensation and all of the other benefits for the employees. Reward management aims to create and efficiently operate a reward structure for an organisation. Reward structure usually consists of pay policy and practices, salary and payroll administration, total reward, minimum wage, executive pay and team reward. Reward management is a popular management topic.
Skip to search form Skip to main content You are currently offline. Some features of the site may not work correctly. Tessema and Kathryn J.
Стратмор закрыл лицо руками. - Хорошо. Это на нижнем этаже. Возле фреоновых помп. Сьюзан повернулась и направилась к двери, но на полпути оглянулась.
Росио угрожающе приблизилась. - Я знаю всех полицейских в этом городе. Они мои лучшие клиенты. Беккер чувствовал, как ее глаза буквально впиваются в .
- Шифр-убийца. Но единственный человек, которому известен ключ, мертв. - А метод грубой силы? - предложил Бринкерхофф. - Можно ли с его помощью найти ключ.
К несчастью для Беккера, вместо неуклюжего такси Халохот обрел под ногами твердую почву. Спокойно подняв пистолет, он выстрелил. Пуля задела Беккера в бок, когда он уже почти обогнул угол здания. Он почувствовал это лишь после того, как сделал пять или шесть шагов.
Я из тех, кто добивается своей цели. Стратмор наклонился и, зачерпнув воды, смыл со своих рук частицы плоти Чатрукьяна. Его мечта о Цифровой крепости рухнула, и он полностью отдавал себе в этом отчет.
Она должна помочь ему найти ключ в компьютере Хейла. Стратмор пока не сказал ей, что этот ключ представляет для него отнюдь не только академический интерес. Он думал, что сможет обойтись без ее участия - принимая во внимание ее склонность к самостоятельности - и сам найдет этот ключ, но уже столкнулся с проблемами, пытаясь самостоятельно запустить Следопыта. Рисковать еще раз ему не хотелось. - Сьюзан, - в его голосе послышалась решимость, - я прошу тебя помочь мне найти ключ Хейла.
Она не могла больше ждать. Пора. Она должна немедленно поговорить со Стратмором.