REWARDING RELATIONSHIP

Rewarding Relationship

Rewarding Relationship

Introduction

Motivation is frequently based on reward. Many writers describe rewards as having basically two dimensions - intrinsic and extrinsic. Research on academic motivation has used several different theories of motivation (Ahrens, 1997, 617-637). For example? basic principles of attribution theory provide a framework for understanding the reasons people give for their academic successes or failures. These reasons? or attributions? include aptitude or ability? effort? luck? and help or hindrance from others. (Greene? 1974)

Understanding what motivates people is necessary at all levels of management (Ahrens, 1997, 617-637). Motivation is generally linked to reward? and it is widely recognised that reward management is central to the regulation of the employment relationship. The reward system varies from oragnisation to organisation? and comes in various and concrete forms? including monetary or non-monetary? tangible or intangible? and physical or psychological? and these are offered to the employees as compensation for the productive work they execute.

An effective reward system can serve the strategic purposes of attracting? motivating? and retaining employees to achieve organisational goals

(Amabile, 2005, 367-403). A formalised corporate reward system is necessary because it appeals to capable and skilled employees to fill the available positions in a specific organisation. Additionally? such method helps retain employees in the organisation? hence maintaining a stable workforce with an acceptable turnover rate. Lastly? an efficient reward system also motivates employees to perform their responsibilities to the fullest degree of their personal capacities (Amabile, 2005, 367-403).

Reward System in Northumbria University

Northumbria University (Northumbria) is multinational organisation that provide education internationally. Northumbria HR department employs an effective reward system exemplified by the restructuring of its operations and its organisational chain of command (Perera, 2008, 37-55). The corporation has practically shifted its educational processes towards a team-based methodology wherein employees have far better control over their responsibilities. For instance? instead of simply following the instructions of managers? workers can directly contact the suppliers to talk about quality of equipments and to take autonomous action to eradicate product flaws (Amabile, 2005, 367-403). This is evidently one form of incentive for employees because they are not treated as mere machines in the organisation; they can practice their personal judgment to make their own decisions with regard to matters that concern the organisation they work for (Perera, 2008, 37-55). Moreover? because of the resultant increase in productivity? quality of products and work satisfaction? Northumbria has further developed this approach which consequently allows employees to have better control over their own jobs (Arnold, 2005, 33-59).

Next? Northumbria maximises the use of current technological advancements to introduce incentive programs for its employees. Northumbria is one of the numerous organisations in the United States that make use of the Internet to run incentive programs for employee motivation and recognition? award selection? award fulfilment? and the like. Online-oriented employee motivation poses various benefits that are advantageous for employees and the organisation itself. For example? promotional materials are posted in the Internet as there is no longer a need for these to be printed in ...