21036 Study Guide - Final Guide: Motivation, Reward System, Job Satisfaction
Document Summary
Kerr, (cid:858)on the folly of rewarding a (cid:449)hile hopi(cid:374)g for b(cid:859), academy of management. Executive, - looks at the issue of measures/importance of getting them right. Innovative thinking and risk taking (rewarding proven methods) Development of people skills (rewarding technical achievements) Commitment to quality (rewarding shipping on schedule, even with defects) To enable greater employee involvement (in design of prp) To act as a substitute for direct monitoring of performance. To implement a fairer reward system (only fairer if its really well established) To enhance job satisfaction and commitment to elicit greater work effort. Rewards punish (the low performers) and rupture relationships. Rewards inhibit risk taking (ppl are less likely to try something new) Can result in dysfunctional behaviour (sharking sales) Usuall(cid:455) li(cid:374)ked to (cid:858)(cid:373)erit(cid:859) or (cid:858)appraisal(cid:859) based pay. Can also operate as an annual one-off, which is not consolidated into base pay. An aid to recruitment and retention (not always) Rewards exceptional performance (only performance that is measured)
