This preview shows pages 1–3. Sign up to view the full content.
This preview has intentionally blurred sections. Sign up to view the full version.View Full Document
Unformatted text preview: 1 Managing the Employment Relationship Chapter 4: Employee Compensation, Rewards & Recognition Thomas R. Knight I. Motivation: Why Work? As noted at the outset, most people have to work for a living the most fundamental motivation! And, we should remember that a great many people struggle him just to keep a roof over their heads and food on the table, let alone afford many consumer products. So, the need to make a living is often the only motivation to work. Once the basic necessities of life have been provided for, however, people are motivated to expend energy on work by a variety of factors. Moreover, most employers are interested in having their employees engaged and motivated to a higher degree than meeting their basic needs in life affords. High performing organizations seek employees who are committed to the mission and goals of the enterprise and who are willing to invest "discretionary" effort into their work. By discretionary, we mean effort that is beyond what might be considered the bare minimum or even "average" amount of care and effort expected of employees in their jobs. While money will always be a prime motivator, it is usually (again, beyond meeting minimal needs) a means to meeting other desired ends, though for some accumulating great wealth is itself a great motivator. While some might dismiss the pursuit of wealth as simple greed, the need for status and power that usually accompany wealth are powerful motivators for many. Of course, these are what psychologists refer to as "extrinsic" motivators or rewards. "Intrinsic" motivators are harder to quantify and yet may be equally, if not more, powerful determinants of an employees contribution and commitment. The intrinsic rewards for work are found in such things as the satisfaction derived from doing good work well or because the work itself addresses a person's own values. Some are motivated to bring forth their best contribution out of a sense of team loyalty sometimes loyalty to the broader organization as a whole. And, for younger employees in particular, the ability to learn, grow and assume new responsibilities on the job is a powerful intrinsic motivator along with the prospect of a higher salary! In practice, extrinsic and intrinsic motivators are inter woven and have an impact on each other, as well as on employees desire to work hard. The question for us is: what can an employer do to increase employee commitment by enhancing work motivation? What, in addition to pay and benefits, is important here? As well, are there things that employers should avoid doing or remove from the working environment because they are de motivators? 2 Perhaps most fundamentally, what are things an employer can do to enhance employees pride in their work and their membership in the organization? These are questions we will need to come back to as the course progresses. The purpose of this chapter is to focus principally on financial compensation and its role in work motivation, though we will consider several...
View Full Document
This note was uploaded on 08/05/2011 for the course COMM 294 taught by Professor Aziz during the Winter '09 term at The University of British Columbia.
- Winter '09