Motivation: Reward System and the Role of Compensation :: Papers Management Business Essays

Motivation Reward System and the Role of compensation The design and management of rejoin systems present the general manager with unmatchable of the most difficult HRM tasks. This HRM policy area contains the greatest contradictions between the forecast of theory and the reality of implementation. Consequently, organizations sometimes go through cycles of innovation and fancy as reward systems are developed, followed by disillusionment as these reward systems fail to deliver. Rewards and employee ecstasy Gaining an employees satisfaction with the rewards given is not a mere(a) matter. Rather, it is a function of several factors that organizations must learn to manage 1. The individuals satisfaction with rewards is, in part, related to what is expected and how much is received. Feelings of satisfaction or dissatisfaction germinate when individuals compare their input - job skills, education, effort, and performance - to output - the mix of ext rinsic and intrinsic rewards they receive. 2. Employee satisfaction is in addition affected by comparisons with other battalion in similar jobs and organizations. In effect, employees compare their own input/output ratio with that of others. People vary considerably in how they weigh versatile inputs in that comparison. They tend to weigh their strong points more heavily, such as certain skills or a recent incident of effective performance. Individuals also tend to overrate their own performance compared with the rating they receive from their supervisors. The task of unrealistic self-rating exists partly because supervisors in most organizations do not draw a candid evaluation of their subordinates performance to them. Such candid confabulation to subordinates, unless done skillfully, seriously risks damaging their self-esteem. The bigger dilemma, however, is that failure by managers to transfer a candid appraisal of performance makes it difficult for employees to develop a realistic view of their own performance, thus increasing the possibility of dissatisfaction with the cede they are receiving. 3. Employees often misperceive the rewards of others their misperception can cause the employees to become dissatisfied. attest shows that individuals tend to overestimate the pay of fellow workers