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НазваMotivation: Reward system and the role of compensation (реферат)
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РозділІноземна мова, реферати англійською, німецькою
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The design and management of reward systems present the general manager

with one of the most difficult HRM tasks. This HRM policy area contains

the greatest contradictions between the promise of theory and the

reality of implementation. Consequently, organizations sometimes go

through cycles of innovation and hope as reward systems are developed,

followed by disillusionment as these reward systems fail to deliver.

 

Rewards and employee satisfaction

 

Gaining an employee’s satisfaction with the rewards given is not a

simple matter. Rather, it is a function of several factors that

organizations must learn to manage:

 

1. The individual’s satisfaction with rewards is, in part, related to

what is expected and how much is received. Feelings of satisfaction or

dissatisfaction arise when individuals compare their input - job skills,

education, effort, and performance - to output - the mix of extrinsic

and intrinsic rewards they receive.

 

2. Employee satisfaction is also affected by comparisons with other

people in similar jobs and organizations. In effect, employees compare

their own input/output ratio with that of others. People vary

considerably in how they weigh various inputs in that comparison. They

tend to weigh their strong points more heavily, such as certain skills

or a recent incident of effective performance. Individuals also tend to

overrate their own performance compared with the rating they receive

from their supervisors. The problem of unrealistic self-rating exists

partly because supervisors in most organizations do not communicate a

candid evaluation of their subordinates’ performance to them. Such

candid communication to subordinates, unless done skillfully, seriously

risks damaging their self-esteem. The bigger dilemma, however, is that

failure by managers to communicate a candid appraisal of performance

makes it difficult for employees to develop a realistic view of their

own performance, thus increasing the possibility of dissatisfaction with

the pay they are receiving.

 

3. Employees often misperceive the rewards of others; their

misperception can cause the employees to become dissatisfied. Evidence

shows that individuals tend to overestimate the pay of fellow workers

doing similar jobs and to underestimate their performance (a defense of

self-esteem-building mechanism). Misperceptions of the performance and

rewards of others also occur because organizations do not generally make

available accurate information about the salary or performance of

others.

 

4. Finally, overall satisfaction results from a mix of rewards rather

than from any single reward. The evidence suggests that intrinsic

rewards and extrinsic rewards are both important and that they cannot be

directly substituted for each other. Employees who are paid well for

repetitious, boring work will be dissatisfied with the lack of intrinsic

rewards, just as employees paid poorly for interesting, challenging work

may be dissatisfied with extrinsic rewards.

 

Rewards and motivation

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