...Reward Management Topic 1 To answer this question, I intend to break it down into the following areas: 1. Is it possible to increase productivity while maintaining quality? 2. The advantages and disadvantages of introducing a work measured payment by results scheme for employers and employees 3. The steps involved in developing a reward strategy for remuneration of production operatives in an organisation 1. Achieving high productivity in businesses typically involves getting the most out of their limited resources such as manpower. A challenge to business owners is to increase productivity while maintaining high levels of quality. Quality will always be the main priority of the business as poor quality products can end up costing the company more money in returns, wasted materials, increased staff costs through the necessity for quality control teams and dissatisfied customers turning to an alternative supplier. It can also discourage teamwork in the workplace as employees become more focussed on churning the products out to earn more money instead of producing top quality products. High quality and increased productivity can be realised by implementing an appropriate reward strategy to motivate and empower employees. Firstly it is vital to identify what is important to the company. It could be the outputs or productivity levels of production in that they just want to produce as many items as they can, it may be the quality in order for them to charge more...
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...REWARD MANAGEMENT WHAT MOTIVATES YOU TO STAY WITHIN THE ORGANISATION? Reward and motivation are highly interrelated. * Rewards can come in financial and non-financial forms such as * Wage * Salary * Bonuses * New office * Company car * Mobile phone * Or even a simple pat on the back * Plays a crucial part in the strategic management process * Integrates strategic implementation tool for continually reinforcing and fostering the right performance * Helps organisation attract, motivate and retain employees * Pichler (2004) believes that a reward system is strategic when it (a) supports an organisation’s mission, vision and business goals; and (b) supports HR goals and initiatives. * Stonich (1984) argues that while reward systems have long been acknowledged as motivators of managerial performance, they are frequently overlooked as tools to better align strategy with a company’s internal characteristics. REWARD STRATEGY Development, implementation and use of reward systems which enable individuals to compete work tasks that are aligned with organizational goals, structures and strategies. INTRINSIC VERSUS EXTRINSIC REWARDS Different people perceive rewards differently. A manager who fails to take this into accounting may, unknowingly, foster an ineffective organisation. * Non-financial rewards * First choice * Receipt of valued things VERSUS * Direct/indirect * Base wage ...
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...Employee's rewards ukessays.com /dissertations/management/employees-rewards.php CHAPTER 1 INTRODUCTION 1.0 Overview In any organization, employee's rewards usually given to attract, motivate and retain the employees to stay longer and contribute a good quality services to ensure the successful of the organization; in other words, rewards play an important role in creating, building and maintaining the commitment among employees with the purpose to ensure high standard of performances and workforce stability. According to the individual - organizational exchange theme, individuals enter the organization with special qualification and skill, desire and goals, and expect in return a work setting where they can use their skill, satisfy their desire, and achieve their goals (Mottaz, 1988). At the minimum, employees expect their organization to provide fair pay, safe working condition, and fair treatment. (Beer, Spector, Lawrence, Mills, & Walton, 1984). It simply implies that employees offer or increase their commitment when organization meets employees' expectation regarding fulfillment of their important needs. Thus, the exchange perspective explains organizational commitment as a function of work rewards and work values (Lambert, 2000; Mottazz, 1988), and suggests the importance of work rewards for continuously encouraging employees. According to exchange theory and reciprocity norm, employees repay the rewards received from organization through increase commitment to the organization...
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...traditional areas like games, business and more and more it is about e-learning system of education. One of the priorities of the process of informatization of modern society is the computerization of education - the introduction of new means of information technology in education. It is very important for students of many courses in university, like International Business and finance, e-learning open them an opportunity to develop the intellectual potential, form their own abilities to acquire knowledge, to carry out information and training, experimental - research, various types of independent work of processing information, because they will need this knowledge in future profession on this field. E-learning makes it possible to improve management of the education system through the use of automated databases of scientific and pedagogical information, informational materials, and communication networks. It means that you can find all information and materials you need online and contact your teacher just by using your computer. Increasing attention is also being given to modelling the effectiveness of e-learning mechanisms, including factors such as the use of online assessments, students’ attitudes to e-learning mechanisms and the application of different teaching methods (Carver et...
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...1.1 Describe the purpose of performance management and its relationship to business objectives. Performance management can be defined as “a continuous process, which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved” (Armstrong & Baron, 2014). Performance management should be implemented as a strategy which can relate to all aspects of the organisation and it should run in parallel to the organisations HR policies, culture, style and communication infrastructure; hence why it will vary from business to business. When managing performance it should be taken into account that it can often be a complicated notion, and sometimes difficult to measure. Campbell 1990 suggested that performance is the outcome of three determinants: 1. Declarative knowledge 2. Procedural knowledge and skills 3. Motivation Therefore then assessing and rewarding performance a number of different factors will have to be taken into account including both outputs (results – i.e. turnover figures etc.) and inputs (behaviours – i.e. motivation). Effective performance management will ensure that employees working for the organisation will be aware of what the business aims to achieve and their role in helping them achieve these goals. It should also let them...
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...Contemporary issues in Reward management James Turley X09893504 Introduction: The organisation in question here is in the process of having a job evaluation done in different divisions of the company to make sure that there is a fair pay structure in place to act as a defence against equal value claims being made. The company is using the point factor system as a method of job evaluation where points are assigned to factors of the job in order of importance. There are different issues that arise from using this system however. It is a time consuming and complex process. The correct data is needed and the personnel manager has rushed the process of gathering data. The evaluation will be inaccurate if the data gathered is not correct. Data relevant to two years ago is being used for the job descriptions. The job role may have changed dramatically in that space of time. The personnel manager in the company has evaluated the jobs of people who he “knows quite well”. The evaluation may become personal in this instance with the personnel manager giving pay and job advantages to the people he has preference to. He may also make assumptions and be judgemental instead of using actual facts. http://moodle.ncirl.ie/course/view.php?id=52 http://books.google.ie/books?id=y5FeP6nME8wC&pg=PA70&lpg=PA70&dq=point+factor+rating+method&source=bl&ots=7sr-4Ocywi&sig=zfPONE_IIzBPpt3IDS2FEvLXUFg&hl=en&sa=X&ei=J2t0T4fEDcK3hAfc8qWnBQ&sqi=2&ved=0CBw...
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...Name: Professor Name: Course/code: Date: Performance Management: Linking Rewards to Performance The goal of this project is to provide Human Resource Professionals with useful guidelines for developing and implementing performance management through rewards. Performance Management are the strategies and techniques that emphasizes on performance of employees as a way of achieving managerial goals and objectives (Murlis p.78). Performance management also refers to perfecting, harmonizing and promoting quality of employee work to ensure customers satisfaction thus leading to high return to stockholders. Performance management foster clarification of task and expectations, improvement of individual and organizational productivity and provides a basis for making employee-related decisions (Shippmann p.605). In conclusion Performance Management uses Human Resource strategies such as reward systems and performance Appraisal to motivate employees towards performance. Performance management can be viewed as a tool to improve on employee motivation for high performance (Cokins, p.58) With the view of finding out the impact of rewards I conducted an interview with the Human Resource Manager, Mr Brandon Jefferson of Coca Cola Kenya branch. Mr. Jefferson said that Coca Cola performance largely depends on employee inputs and outputs. He said that their employees are rewarded annually through intrinsic and extrinsic rewards. He noted that at the beginning of the year the company records...
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...The goal of this project is to provide Human Resource Professionals with useful guidelines for developing and implementing performance management through rewards. Performance Management are the strategies and techniques that emphasizes on performance of employees as a way of achieving managerial goals and objectives (Murlis p.78). Performance management also refers to perfecting, harmonizing and promoting quality of employee work to ensure customers satisfaction thus leading to high return to stockholders. Performance management foster clarification of task and expectations, improvement of individual and organizational productivity and provides a basis for making employee-related decisions (Shippmann p.605). In conclusion Performance Management uses Human Resource strategies such as reward systems and performance Appraisal to motivate employees towards performance. Performance management can be viewed as a tool to improve on employee motivation for high performance (Cokins, p.58) With the view of finding out the impact of rewards I conducted an interview with the Human Resource Manager, Mr Brandon Jefferson of Coca Cola Kenya branch. Mr. Jefferson said that Coca Cola performance largely depends on employee inputs and outputs. He said that their employees are rewarded annually through intrinsic and extrinsic rewards. He noted that at the beginning of the year the company records its highest profit margin of more than 12%. This is because this period follows the annual motivation...
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...presents a discussion on the importance of employee motivation in the workplace. The discussion is mainly based on literature review and points that employee motivation is necessary for improved work performance. The paper has explored the important contributing played by work-life balance and financial incentives in improving employee motivation. The research indicates that the two factors foster loyalty by employees, increased performance and commitment, which are essential indications of motivation. The concept of Employee Motivation and Rewards Most discussions of motivation begin with the concept of individual needs – the unfulfilled physiological or psychological desires of an individual. Content theories of motivation use individual needs to explain the behaviours and attitudes of people at work. The basic logic is straightforward. People have needs. They engage in behaviours to obtain extrinsic and intrinsic regards rewards to satisfy needs (Schermerhorn et al, 2011). According to Jenkins, Mitra, Gupta and Shaw (2001) employee motivation is an intrinsic drive and enthusiasm to successfully accomplish tasks related to work. Greene (2001) has defined it as an internal drive which causes individuals to take initiatives in the workplace. In their article, Rynes, Schwab and Heneman...
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...Managing Human Resources HRD, Performance and Reward Management The current Coles regional store manager is currently underperforming in the role the company has assigned for them. As this position of regional store manager plays a key role in Coles achieving its organisational objectives through inspiring, engaging and leading a team of staff to embrace and demonstrate the above values. (Nanverkis, Baird, Coffey, & Shields, 2014) Suggest that human resources should review an organisations strategic direction before selecting recruits. All positions should be reviewed and aligned with the corporate strategy to ensure corporate goals are achieved. Human resource management is one of the most essential departments of an organisations success. The overall goal of this management team is to make sure that the organisations relations with their employees are satisfied. This includes attracting, developing and maintaining a quality workforce and developing performance objectives (Schermerhorn, et al., 2014). The human resource department is investigating one of the current regional manager’s performances. Reports have indicated that the regional manager is underperforming. Underperforming employee’s need to be addressed and handled by the organisation. Detailing several issues will help realign the employee with the organisations goals. The issues being addressed will actively engage and offer recommendations in assisting the regional store manager to effectively perform...
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...entities known as SIA and Malaysian Airline system emerged from the split of MSA, and ever since then, SIA experienced growth as the company focuses on its operations. According to World Airline Awards (2014), Singapore Airlines is ranked third in the global airline ranking. The airline has earned an outstanding reputation with its high quality service provided to their customers, thus further strengthen the airline’s premier position in the tight competitive market. 2.0 Review of the Organisation’s Reward Strategy and Performance Management System 2.1 Performance Appraisal System In the effort to evaluate the quality of employees’ performance relative to the standards of the company, Towards Optimal Productivity (TOP) is a scheme launched by SIA together with Singapore Airlines Staff Union (SIASU) to recognize and rewards good performance through its performance-based culture framework for Singapore based employees (Singapore Air, 2013). Rewards such as promotions, merit awards and career growth are part of a further improved and extensive appraisal system carried out by TOP. Workplace Improvement and Innovation Scheme (WINS) is...
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...Performance Management System and Total Rewards Plan for WeaverTech Southern New Hampshire University OL 600 Strategic Human Resource Management INTRODUCTION Due to the acquisition of WeaverTech formally known as Johnson-Ware an apparel company by CVX Partners, a private equity firm, there arose a need for the company to change its line of business to high-end segment of the apparel industry (Beer & Swier, 2015). Before the acquisition of the company by the new owners, WeaverTech was a closely owned family entity that had been formed in 1905. Before the proposal to change the company customer base, the company exclusively relied on the military (70%) and security (30%) as the only customers for the company products. The need to change the company customer base from military and security to high-end performance clothing market apparently arose from the allure of the later market segment and the dwindling growth of the military and security market (Beer & Swier, 2015). In fact, at the end of the 2012 WeaverTech fiscal year, the company had dropped 12 places among the top 30 privately owned American entities. In addition, the departure of Jack Davidson a retired US Navy rear admiral, WeaverTech CEO from 1983 to 2012 as well as the end of the Afghanistan and Iraq wars meant that the traditional, market was no longer going to be reliable. Consequently, there was need to redesign the company customer base and take advantage of the high-end market...
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...3PRM - SUPPORTING GOOD PRACTICE IN PERFORMANCE AND REWARD MANAGEMENT Activity 1 Explain at least 2 purposes of performance management and its relationship to business objectives. The performance management process is a key component of an organisation overall approach to the management of its people. As part of the performance management system, performance management aims to achieve the following: * To enable an individual to know exactly what is expected of them i.e. agreed objectives and appropriate behaviors. * To enable an individual to identify and meet personal development needs. * To enable the organisation to audit the capabilities of its staff. The purpose of performance management is to ensure accomplishment of business objectives and to increase the strength of employees so you have a good work force. In order to accomplish the business objectives they have to be communicated from the management to the employees and then they can be measured, appraised, action planned and monitored. Identify 3 components of performance management systems. Appraisal Personal development plan Objective setting and review Explain the relationship between motivation and performance management, referring to at least 2 motivational theories. Motivation is what makes people think, act or behave in a particular way. The link between motivation and performance management is that if employees are highly motivated they will perform better and are likely...
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...The Effect of Employee Engagement In Reward Systems and Performance Management Introduction The success of any organization rests on the strategic management of its employees. It’s vital for an organization to attract, motivate and retain the best talent available to achieve and sustain a long-term competitive advantage. To achieve this the Human Resources Department must design a performance management system that not only links employee performance outcomes and expectations to its strategic goals, but also uses the system as a tool to improve employee productivity as well as recognizing employee accomplishments, all while emphasizing the employee’s role in the process. The challenging part is motivating the employee to increase and sustain productive behavior. An organization’s reward system can be used as a motivational tool if the rewards being offered are considered valuable by the employee. A valued reward system can positively affect an employee’s performance. Organizations use pay, benefits, compensation and other rewards as effective performance management instruments to enhance employee productivity so goals can be achieved. So, how does an organization choose the reward system it offers? This paper will focus on the hypothesis that employee engagement in choosing a valued reward system will positively effect performance management and subsequent employee success. Assessment An effective employee reward system is an integral part of the employer/employee relationship...
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...TOTAL QUALITY MANAGEMENT PRACTICES AND CONTRACTORS COMPETITIVENESS 1 Faihan Alotaibi, 1Rushami Zien Yusoff and 2Rabiul Islam School of Business Management, School of Economics, Finance and Banking, College of Business, University Utara Malaysia, 06010, Kedah, Malaysia 2 1 Received 2013-04-05, Revised 2013-04-15; Accepted 2013-04-17 ABSTRACT Total quality management is basically about continuous organizational success through the employment of customer satisfaction and by basing it on the contribution of all the employees constantly working to enhance processes, services and products. The competitiveness concept has been defined in multitude of ways; in the individual firm’s context, industries context and nation’s context. The aim of the study is to identify the relationship between total quality management practices and contractors competitiveness. In order to achieve the study objective in the present study, a survey conducted. Questionnaires distributed to the contractor’s managers in Saudi Arabia. The findings of the study turn out to be true; the study will contribute to both theory and practice. Through the present study, the researcher expects the findings to shed light on the research conducted hierarchical regression to analyse the relationships amongst different total quality management practices and practices of competitiveness. Keywords: Relationship, Quality Management Practices, Competitiveness 1. INTRODUCTION Total Quality Management (TQM) is considered...
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