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Research Paper on Reward and Bonuses
In America, a human resources
manager quite often squeezes her company's employee-incentive
program. Maybe she's discarding last year's modified bargains
for this year's weekend getaway packages. Perhaps she's
jettisoning the annual casino-awards party in goodwill of
tactful allocation of modified thank-you cards. What drives her
is the theory that rewards and bonuses inspire employees to do
their jobs better.
Still, it's only a theory -- and one that a number of CEOs and
human resources managers consider is no more suitable than the
idea that giving out food to a rooster every time he pecks the
piano assures he'll soon play Beethoven. In reality, no one out
there actually identifies if enticement programs truly work, and
a number of CEO’s are persuaded they can cause major damage.
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Are inducement programs is good for the company or bad for
self-esteem? It depends on whether the rewards help hold up
corporate goals, such as augmented profit and customer
faithfulness, or if they only produce unhealthy competitiveness
and backstabbing amongst workers.
Seven years ago, CEO and president Rob Rodin got rid of all
individual inducements for the 1,800 employees at Marshall
Industries, an El Monte, and California-based distributor of
electronic components. To your standard outsider, this may have
seemed like a great way to cripple an complete workforce -- take
away the American Express certificates and Alaskan cruises and
inspiration drops faster than a helium balloon rises. After all,
who needs to grind away at work if there's no food in the
dispenser?
Last year in Portland, Oregon, president and CEO Mary Roberts
stopped a bonus program for the 200 employees at Rejuvenation
Inc., a company that manufacturers decorative brass lighting
fixtures. The manufacturing managers, Roberts maintains, begged
her to cease the program for the reason that craftsmen were
stealing parts from other craftsmen to meet quotas, and workers
were pacing the manufacture of fixtures to gobble up overtime,
and then working like maniacs to accomplish production bonuses.
Rewards decrease risk taking,
originality and novelty. People will be less probable to follow
hunches, fearing such out-of-the-box philosophy might put at
risk their likelihood for a reward. Rewards pay no attention to
reasons. A commission system, for instance, might lead a manager
to blame the salesmen when they don't meet quotas, when the
genuine problem may be wrapping or pricing.
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