EMPLOYEE REWARD SYSTEM

An Employee Reward System for a Human Service Organization

Employee Reward System for a Human Service Organization

Introduction

The purpose of this paper is to construct an effective reward system for a human services organization. This paper aims to enlighten diverse dimensions in order to suggest an efficient reward system. In addition, the paper focuses on the motivational hierarchy suggested by Hertzberg in order to understand the needs and wants of the employees before constructing a reward system for them. Performance management should be at the heart of the process of human resource management of any company, let alone in a recessionary climate, when employees feel threatened, and that talent should be strengthened. The creation and implementation of a comprehensive and consistent performance management enables HR departments to align sector managers and employees on business goals. The starting point of such a program should involve an assessment of each employee. However, for many companies, evaluations have become an administrative chore rather than a means to provide tangible added value to employees and the entire company.

Many authorities simply tick boxes rather than taking the time to meet employees face to face to improve and drive performance. There is, therefore, no surprise that nearly one in three believes the annual assessment as a waste of time, not as a key moment in their career development (Kontoghiorghes, Bryant, 2004). A process of performance management mishandled can cause a disengagement of the most talented employees and even their departure. The lack of opportunities for advancement or internal developments invariably results in dissatisfaction of the workforce, high rates of absenteeism, morale and lower productivity. Employees leave their jobs more often because they do not distinguish any prospect of career development for purely financial reasons. Strategic potential can be converted only by consistent implementation of strategy in value creation and operational excellence. In the strategy implementation, we support our customers with a customized strategic performance management system.

Discussion

The two critical determinants of organizational success are motivation and performance management. Only if the motivated employees will they perform well (Allen, Helms, 2002). Since the performance of the employees plays an immense deal on organizational success, it is essential to keep the employees motivated to enable them to perform well. Therefore, it can be clearly said that all three have a relationship with one another and organizational success cannot be achieved in the absence of performance management and motivation (Allen, Helms, 2002).

Hierarchy of Needs

A theory was suggested by Maslow in which five levels of needs were defined. It is important for the business to recognize all these needs because they greatly impact the level of motivation which then has an impact on the performance of the employees (Kontoghiorghes, Bryant, 2004).

Physiological needs - These are the most basic needs which includes the need for food and shelter.

Safety needs - After the first level of needs satisfy, the employees seek for security and protection (Rumpel, Medcof, 2006).

Social needs- Humans are social animals. Therefore, they need to be loved and to have a sense ...