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Employees of a human service organization are often feel over-worked, stressed about not being able to help enough people, and feel as though their contributions are not enough to make a difference in their organization. An employee reward system can help to make the employees feel more appreciated by recognizing the contributions that are made to the organization, and rewarding them accordingly. According to Jensen, McMullen and Stark (2007), “The ultimate success of a total rewards program is the degree to which it can attract, retain, and motivate employees” (p. 44). It can help to revitalize the morale of an organization that might be feeling the pain of the troubled economy.

The first method to be used to determine which aspects of the work should be monitored and rewarded would be by having management list the most important aspects of the work that is done by employees. The next method to be used to determine which aspects of work should be monitored and rewarded would be by offering an employee survey to get their perspective on what they believe should be rewarded. The data that is collected using these two methods can then be gone over by a committee with members that are part of the supervisory team and employees to narrow down the most important tasks to management and those that employees feel should be recognized. This committee can then submit the aspects that believe should be considered for a reward program.

Identify specific benefits and incentives (and criteria) that will be offered to employees. 274

There will be financial incentives in the program that will include merit raises, if possible, and bonuses. The bonuses will include small bonuses, such as gift cards, and a larger annual bonus that employees are entitled to earning through the reward program. The small rewards will be in recognition of the smaller recognitions that employees do throughout the year, such as not missing a day of work in a month, making a successful suggestion for the organization and being willing to work overtime. Each of the smaller rewards will also help the employee earn an annual bonus that will be determined by the performance that they had during the year.

According to Armstrong (2002), “The system also incorporates non-financial rewards (recognition, praise, achievement, responsibility and personal growth) and, in many cases, performance management processes. The combination of financial rewards, employee benefits and non-financial compensation comprises the total reward system” (p. 4). The non-financial aspects of the reward program will include employee of the month rewards, employee of the year rewards, and outstanding awards that can be given when a person has gone above and beyond the call of duty. This award can be given to employees that help another employee in a big way, go out of their way to provide assistance to someone in need, or anything else that deserves a large amount of recognition. The monthly and annual rewards will be made fair and equitable by employees and supervisors being able to nominate employees that they feel should gain the reward by filling out a ticket with the employee’s name and why it is felt that they should be given the reward. The employees that are nominated will be determined by votes, and those that did not win the vote will be recognized in the organizational newsletter.

There are several ways that this reward program will address the nine major factors of motivation. Respect for me as a person will be addressed in that this reward system will give the employees that knowledge that they are respected for the things that they accomplish and the work that they do for the organization. The fact that this reward system is taking employee input into consideration during the creation can help to show the employee’s opinions are important to those in charge. Part of the reward program will relate to good pay as the employee’s salaries can be tied to performance if working for a non-governmental program. This reward system will reward employees that go that extra mile for turning out quality work.

The reward program will also be tied in with promotions as supervisors will be keeping better track of the performance of the employees that they supervise and will be able to promote those employees that have shown promise. This reward program will offer employees a chance to do interesting work because it will help to keep their interest in their career as some of the stress that comes from trying to help others in need will be relieved by a well-designed reward program. Some employees may have been feeling burnt out due to lack of recognition and the overwhelming need for help that individuals have in this current economic time. This reward program can help to remind employees that what they do is important.

Employees will be told by their supervisor and the whole organization that they have done a good job when they receive a reward due to their hard work and effort. This reward program will offer an opportunity to employees for self-development and improvement because it will encourage and motivate them to work hard at improving themselves to earn better rewards for their service. The reward program will not directly impact the amount of freedom that employees have on the job other than giving employees a chance to prove themselves, and possibly become promoted to a new position.

The program will be set up to ensure that basic needs are met by taking into account the current way that employees are recognized by the organization through pay and other incentives and that these incentives are improved upon rather than opposite. The program will be set up to offer competitive benefits to encourage employees to work at their optimal best, but will not be so competitive that it takes away from the team atmosphere of the organization. This will allow for benefits to be equally distributed to those that earn them. According to Hurd, Barcelona and Meldrum (2008):

However, the improper use of rewards can have a debilitating effect on employee performance. Managers need to understand their employee’s perceptions of the importance and fairness of the reward and then clearly communicate what needs to be done to receive the reward. (p. 269)

The rewards being equally distributed, and no signs of favoritism among employees can help to make sure that this is a fair program. The reward program will treat each of the employees as individuals in that it will recognize their individual contributions. This reward program will be put into place to help motivate the employees of the organization to always put their best foot forward.

References

Armstrong, M. (2002). Employee reward (3rd ed.). London: Chartered Institute of Personnel and Development.

Hurd, A. R., Barcelona, R. J., & Meldrum, J. T. (2008). Leisure services management. Champaign, IL: Human Kinetics.

Jensen, D., McMullen, T., & Stark, M. (2007). The manager's guide to rewards what you need to know to get the best for--and from--your employees. New York: American Management Association.

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