The Best Way to Increase Work Motivation Essay Example for Free

The Best Way to Increase Work Motivation riseIntroductionThe purpose of this essay is to distinctively identify the effects of financial retorts on the counterfeit want of an organization and likewise whether or not this system of reward can cause an increase in the levels of work demand already present in the organization. It further much aims to discuss weather financial Rewards atomic number 18 the scoop up way to increase the work motivation present. Although the essay shall primary be focused on Financial Rewards and Work Motivation, other factors that may scram an effect on work motivation shall be discussed. For this purpose the empathiseing of work motivation shall be taken as much(prenominal) The factors that argon intrinsic and external to employees that determine when he or she works, how hard he or she works and how abundant he or she works (Colquitt, Lepine and Wesson, 2009, pp.178-179).Further more the understanding of Financial Rewards to be undertak en is The entire Reward System which focuses on Salary, Bonuses, Incentives etc., which aims to increase the amount of effort put in by the employees to achieve their work goals and increase work motivation in the organization as a whole (Hollyforde and Whiddett, 2002, p.166). By the conclusion of this essay the conduct for Financial Rewards its importance and status as apparently the best way to increase work motivation shall mum.There have been countless efforts over the years to understand the numerous factors and desires that determine and help to amply appreciate the intensity, quality, efficiency and reliability of the work execution of instrument of an employee. Since the eventual progress of learning and observation of the environment and factors has led to the conclusion that an employees doing is champion of the some distinguishing factors that the organization or a lineage needs to cultivate in order for the organization to succeed. Work has always existed and b een around in one form or another throughout our history but it is only in the recent tally of decades that we have come to understand the motivation to work or simply work motivation (Kressler, 2003, p.3). We essential also take into considerateness that resistent ways of motivation are influenced or can be influenced by the cultural context that it is applied in. People of different cultures may be motivated in different ways by the equivalent rewards or incentives.The System of Reward must not differ substantially from the culture it is implanted in. However we must also note that near motivational theories are biased in the sense that they are US centric and based on studies conducted on rivulet sample populations that may reflect cultural connotations and behaviors only found in the US.(Chiang and Birtch, 2012, pp.538-541) A supposition that seems to understand the disadvantage of a system solely focused on Financial Rewards is the Cognitive Evaluation Theory by E.L. De ci in which Financial Rewards would be seen as the External locus of Control and as understood by this it lessens the intrinsic motivation of the employee or person. It is assumed that activities are likely to be sustained long-term if started by being motivated by intrinsic motivation and not an extrinsic motivation (Hollyford, et al, 2002, pp.37-38). check to the description by Kallberg and Rognes (2000) Non-financial rewards tend to have more broader aspects regarding improving performance and are focused on motivation for the long term of an organizations towards their employees. On the other hand as per Hofstedes Topology in the category of Individualism-Collectivism explains Financial Rewards as being short-term and transactional in nature hence they are pet for individuals who emphasize the aspects of individual contribution, individual ability and those that support that personal efforts are ultimately responsible for the channel sector outcome. It is also suitable to pe ople who see an increase in Financial Rewards as an attainment of high(prenominal) Status and Authority in the organization.(Chiang, et al, 2012, pp.542). Offering Non-Financial or dedicate benefits have been seen to have a constructive effect as quoted by Francois Podeur,The employees prove a high degree of organization commitment, are more loyal, feel more motivated to exceed their limitations and personal growth.(Ciorbagui-Naon, 2010, pp.44)On the other hand as state in Victor Vrooms Expectancy Theory in 1964 that when rewards are offered employees effort is increased and money is or so always used as it is supposedly the most powerful and influential incentive in hostelry and is already in fact largely used. . (Zani, Rahim, Junos, Samanol, Ahmad, Merican, Saad and Ahmad, 2011, pp.328-329) Since money is the basis or foundation of financial rewards and most Reward Systems the value of money against work motivation can be directly quoted as followsMoney is not everything, Ma ny would be happy with more time off, or more job security, than more money. People are prepared to trade off things for money once they have enough or grow weary of the game.(Furnham, 2006, p.26-27)Furthermore several studies that have been carried out regarding the relative importance of pay or money have shown that money or pay ranks below factors such as job satisfaction, recognition, ripe people to work with etc., But the tendency of people to rate the things and factors which are regarded as more socially acceptable or less socially acceptable higher or lower respectively, the results of such studies could have varied or misleading results (Armstrong, 2010, p.143-144).In Concurrence with the above, accord to Deming Pay is not a incentive as it buys the things people want but it does not motivate you to work. There is no research that supports pay people more money will encourage them to better the work performance, especially in the long run. This is also agreed upon by Ko hn (1993) and Turner (2006). But the studies also concluded that it has a slightly higher or lower effect in different industries for example as in a breeding by Turner(2006) conducted on factory workers and service businessmen which found little relation between performance and financial incentives in factory workers but found the opposite when the study was conducted on service businessmen. (Zani, et al, 2011, pp.330).Although Financial Rewards are supposedly provided equally according to the Principle of Distributive Justice, this is not always so as most systems are individualistically designed that they cater towards one persons performance on the whole and may serve to de-motivate the average and low-performance attaining employees. Furthermore according to studies by Thompson (1992b) and Marsden and Richardson (1994), financial incentives related to pay have little to no effect in increasing motivation and work performance.Also according to these studies the effects of Finan cial Rewards are hard to determine as there are debatable or skeptical ways of monitoring its strong point and to also take into consideration the other factors that at the same time may be in effect that may affect performance and motivation such as innovation, new technology etc. Another factor that must be taken into consideration is the way Financial Reward are introduced into the organization and the principles and practices used implementing it, according to a study conducted for The plane section of Employment in the UK by Bowey and Thorpe successful l outcomes are more dependent on the effectiveness of communication and Support systems rather than the pay design or financial reward provided. (Armstrong, et al, 2010, pp.147-150).ConclusionOn the basis of the above information reviewed and analyzed we can conclude that while financial rewards are the most commonly used and implemented system of reward used today it is not necessarily the best way to increase work motivation on the whole, for the organization. The use of financial rewards cannot be rejected or discarded as it plays a part in motivating an individual but it must be taken into consideration that Financial Rewards work best when within the Framework of an Integrated system of reward that combines both Non-financial and Financial Rewards together. The system that might work best is a system that takes into consideration also the cultural context in which it is placed as this may have an effect on the performance of an individual due to a reward used. Also the ratio of Financial Rewards to Non-Financial Rewards affectedness is dependent on the industry or sector it is situated in.ReferencesArmstrong, M. (2010). Armstrongs Handbook of reward anxiety Practice Improving accomplishment through Rewards. 3rd ed. London Kogan Page Limited. pp.143-144. Armstrong, M. (2010). Armstrongs Handbook of reward Management Practice Improving surgical process through Rewards. 3rd ed. London Kogan Page Limi ted. pp.147-150. Chiang, F.F.T. and Birtch, T.A. (2012). The PerformanceImplications of Financial and Non-Financial Rewards An Asian Nordic Comparison. ledger of Management Studies. Vol.49, No.3, pp.538-541 Chiang, F.F.T. and Birtch, T.A. (2012). The Performance Implications of Financial and Non-Financial Rewards An Asian Nordic Comparison. Journal of Management Studies. Vol.49, No.3, pp.542 Ciorbagui-Naon, R. (2010). Modalities of Non-Financial Motivation of Employees Within Organisations. Annals of the University of Petrosani Economics. Vol.10, No.4, pp.44. Colquitt, J., Lepine, J. and Wesson, M. (2009). organisational Behavior Improving Performance and Commitment in the Workplace. 2nd ed. New York McGraw-Hill/ Irwin. pp.178-179. Furnham, A. (2006). Pouring Money bug out the Drain?. British Journal of Administrative Management. Vol.53, Issue.2, pp.26-27. Kressler, H. (2003). Motivate and reward Performance Appraisal and Incentive Systems for business Success. Hampshire Palgrave Macmillan. pp.3 Hollyford, S and Whiddett, S. (2002). The Motivation Handbook. London CIPD House. pp.37-38. Hollyforde, S. and Whiddett, S. (2002). The Motivation Handbook. London CIPD House. pp.166. Zani, R. Md., Rahim, N. A., Junos, S., Samanol, S., Ahmad, S. S., Merican, F. M. I., Saad, S. M. and Ahmad, I. N. (2011). Comparing the Impact of Financial and Non-Financial Rewards Towards Organizational Motivation. interdisciplinary Journal of Contemporary Research in Business. Vol.3, No.4, pp.328-329. Zani, R. Md., Rahim, N. A., Junos, S., Samanol, S., Ahmad, S. S., Merican, F. M. I., Saad, S. M. and Ahmad, I. N. (2011). Comparing the Impact of Financial and Non-Financial Rewards Towards Organizational Motivation. Interdisciplinary Journal of Contemporary Research in Business. Vol.3, No.4, pp.330.