Armstrong 2006 defines need as a goal directed forc that people experience

Armstrong 2006 defines need as a goal directed forc

This preview shows page 37 - 39 out of 93 pages.

different needs that employees try to meet. (Armstrong, 2006) defines need as “a goal directed forces that people experience”. Customer service starts with you and ends with you, our attitude to work and customers determines the quality of service we will provide to the customers (Ndonge, 2015) Kinicki and Fugate (2012) believe that the perspective of total rewards include compensation such as pay increases, basic pay, promotions, incentives and merit pay ,benefits such as health, welfare, retirement, paid off benefits and personal growth like career development and training. Motivation is a technique which enhances and leads to improving the performance of employees working at different levels (Armstrong, 2006). Motivation of staff should not only be on monetary basis but also recognition by the managers and involve them in forwarding their inputs towards way forward for the organization is more motivating. A manager has to be very accommodative to the colleagues as a team player and motivator so that they can journey together as a team (Claessens, & Wong, 2002). Motivation is useful in all aspects of life and this extremely explains that motivated team is really paramount for positive growth in the organization. Phillips and Gully (2012) concedes that rewards are among the “most powerful motivational tools managers have at their disposal” adding that for one to accept a job offer and decide how much effort to exert, the rewards being offered play a big role in the final decision. Phillip and Gully( 2012) therefore agrees that a reward motivates an employee.
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21 Employee performance refers to the behaviours that are relevant to the goals of the organization and those that can be controlled by the individual employees (Zajac, 1990)). According to (Mullins, 2010) rewards affect performance expectations. Claessens and Wong (2002) state organizations give rewards to their employees in a bid to try and motivate them to perform better. People often say that” motivation doesn’t last, well neither does bathing. That’s why it is recommended often”. (Mullins, 2010) agrees that there is enough evidence to show that money as one form of reward can positively “impact on individual, team, and organizational performance”. Mullins (2010) notes “that more and more employees today are focused on personal fulfilment and career progression”. These factors have led to some employees leaving well remunerated jobs in local companies in exchange for a more balanced life with greater prospects of career growth and latitude for decision making. Hence a well designed and administered employee engagement surveys provide organisations with information on the areas causing disengagement at the work place. CEO County Sacco concedes that we need each other as pillars and strength of one another for individually we can be a drop but together we shall be an ocean. Hence the greatest motivator is the conducive environment and value for one another.
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