Employee wagess is about how people are rewarded in conformity with their value to the administration. Harmonizing to ( Armstrong, 2007 ) , the strategic attack in Reward Management is to find the type of wages, either intrinsic and/ or extrinsic, that makes employees motivated on their work. Intrinsic wagess are non fiscal wagess related to single ‘s duty, accomplishment and the work itself, while extrinsic wagess are normally controlled by the administration, ( Thomas, 2002 ) . For illustration, fiscal, stuff and societal wagess, such as congratulations, acknowledgment are considered extrinsic, while personal feeling of ego regard, self satisfaction, worth and achievement are classified as intrinsic wagess ( Manus and Graham ) . To farther heighten the scheme used in reward direction, harmonizing to ( Duncan Brown, 2007 ) the system of honoring employees should be developed and implemented to assist back up the accomplishment of the administration ‘s concern ends and aims. Indeed, giving inducements through a wages system to employees is an indispensable portion of retaining, pulling, actuating and fulfilling employees ( WorldatWork, 2000 ) . Therefore a comprehensive, practical and significant wages system, which is founded on employee public presentation and the quality of work, would hold an consequence on the public presentation of the administration, as implied by ( The Hay Group )
Administrations as suggested by ( Armstrong, 2007 ) offer a two manner experience for both employers and employees. The writer stated that employers benefit mostly from the preparation they offer to employees, given that the expected cognition and accomplishments were learned through the administrations investing on their human resources. While employees, on the other manus, are given the chance to better their work capablenesss as qualified and productive members of the work force. ( ) highlighted the importance of high work life quality through good supervising, working conditions, wage and benefits every bit good as disputing and honoring occupations. The writer added that these conditions will supply chances for employees to lend to the overall effectivity of the administration as they become more motivated and productive members of the administration ‘s work force.
A figure of research workers have noted the relationship between wagess, employee occupation public presentation, productiveness and occupation satisfaction. ( Puffer, 1990 ) found that behavior which is rewarded is more likely to be repeated than behavior which is non. Additionally ( Greene and Craft, 1972 ) concluded that the disposal of wagess was the most important go-between of the relationship between occupation public presentation and occupation satisfaction. The writers besides noted that subsequent public presentation in administrations is caused by the rewarding of the employee current public presentation and non by occupation satisfaction. Furthermore they argued that it is non occupation public presentation but the being of wagess that has the strongest impact on occupation satisfaction. As stated by Lawler ( 1967 ) , “ Good public presentation may take to wagess, which in bend lead to occupation satisfaction ” .
Kerr ( 1975 ) suggested that reward systems may nevertheless ; consequence in unwanted and unintended effects. The writer noted that employees seek information refering the activities that are rewarded and frequently continue to make those activities to the exclusion of activities that are non rewarded. The extent to which this occurs will depend on the sensed attraction of the wagess offered.
In add-on, the wages system may besides neglect to honor the behavior that has the greatest impact on the long term success of the administration. One account for this involves how public presentation is measured ( Kerr, 1975 ) . Management frequently seeks to set up simple, quantifiable criterions against which public presentation is measured. This attack may ensue in the rewarding of behaviors that have limited application to overall organizational effectivity, while excepting those that more complex or abstract such as cooperation and creativeness, which are illustrations of behaviors that are hard to quantify and step ( Armstrong and Murlis, 2007 ) .
Performance Management and Performance Appraisal
To guarantee that employees are rewarded reasonably, employee public presentation, in the administration, should be managed. Harmonizing to Armstrong and Baron ( 2004 ) public presentation direction is “ a procedure designed to better administration, squad and single public presentation ” . In add-on, the writers assert that to pull off public presentation efficaciously, the employees should cognize on what footing their public presentation would be measured. The writers every bit good as the Chartered Institute of Personnel and Development research, stated that the public presentation direction processes in any administration must specify single public presentation and part outlooks, assess public presentation against those outlooks, supply for regular constructive feedback and consequence in in agreement programs for public presentation betterment, acquisition and personal development.
To measure employee public presentation and supply feedback on which public presentation accommodations can be made, public presentation assessments are conducted Armstrong ( 2007 ) . Performance assessments harmonizing to some theoreticians should be used to reexamine constructively employees ‘ public presentation in order to promote them while other theoreticians suggest assessments should be used purely for development intents as associating assessments to honor systems spoils the assessment procedure because it so makes assessments judgemental, punitory and therefore affects employee motive ( Dransfield, 2000 ) .
It is necessary for administrations to hold motivated employees. The word “ motive ” is derived from the word “ motivate ” which means to travel, force, or bring on to move to fulfill a demand or desire ( Butkus & A ; Green, 1999 ) . Motivation is one of the most cardinal concerns of how administrations used their wages system to promote high degrees of public presentation among employees. The purpose of administrations is to develop motive processes that aid guarantee that employees deliver consequences in conformity with the outlook of the administration ( Armstrong, 2007 ) . As motive can be assumed as the ground behind why employees perform better and more efficient. There are many premises in human motive established in research. ( Wiley 1997 ) , assumed that motive is inferred from a systematic analysis of how personal, undertaking and environmental features act upon behaviors and occupation public presentation. While ( Wiley, 1997 ) assumed that motive affects behaviour instead than public presentation. The writer explained that the “ enterprises designed to heighten occupation public presentation by increasing employee motive may non be successful if there is a weak nexus between occupation public presentation and employee attempts ” .
Definitions of motive varies, motive has been defined as the psychological procedure that gives behaviour intent and way ( Kreitner, 1995 ) ; a sensitivity to act in a purposive mode to accomplish specific, unmet demands ( Buford, Bedeian, & A ; Lindner, 1995 ) ; an internal thrust to exercise high degrees of attempt toward organizational ends, conditioned by the attempt ‘s ability to fulfill some single demand ” ( Robbins, 1998 ) .
Like wagess, there are two types of motive, intrinsic and extrinsic. Intrinsic motive
Many theories have been written on motive. Motivation theories can be divided into two content and procedure theories. Contented theories emphasize the factors that motivate persons. Examples of content theories are Maslow ‘s theory, Alfelder ‘s theory, McClelland ‘s theory, and Herzberg ‘s theory ( Mullins, 1999 ) . On the other manus, the accent on procedure theories is on the existent procedure of motive. Some illustrations of procedure theories are Expectancy theories, equity theory, end theory, and societal acquisition theory ( Mullins, 1999 ) .
Butkus, R.T. & A ; Green, T.B. 1999. Motivation, Beliefs and Organizational
Transformation. Quorum Books.