By instituting performance appraisal and reward systems, an employer lets its workers know that their hard work pays off and is appreciated.
Employee Recognition Employee Reward and Recognition Systems In a competitive business climate, more business owners are looking at improvements in quality while reducing costs. Meanwhile, a strong economy has resulted in a tight job market. So while small businesses need to get more from their employees, their employees are looking for more out of them.
Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviors to benefit a small business.
They are normally considered separate from salary but may be monetary in nature or otherwise have a cost to the company. While previously considered the domain of large companies, small businesses have also begun employing them as a tool to lure top employees in a competitive job market as well as to increase employee performance.
As noted, although employee recognition programs are often combined with reward programs they retain a different purpose altogether.
They are intended to provide a psychological—rewards a financial—benefit. Although many elements of designing and maintaining reward and recognition systems are the same, it is useful to keep this difference in mind, especially for small business owners interested in motivating staffs while keeping costs low.
Financial rewards, especially those given on a regular basis such as bonuses, profit sharing, etc. By doing so, a manager can avoid a sense of entitlement on the part of the employee and ensure that the reward emphasizes excellence or achievement rather than basic competency.
Merit pay increases, then, are not part of an employee reward system. Normally, they are an increase for inflation with additional percentages separating employees by competency.
They are not particularly motivating since the distinction that is usually made between a good employee and an average one is relatively small. In addition, they increase the fixed costs of a company as opposed to variable pay increases, such as bonuses, which have to be "re-earned" each year.
While this may seem obvious, companies frequently make the mistake of rewarding behaviors or achievements that either fail to further business goals or actually sabotage them. If teamwork is a business goal, a bonus system rewarding individuals who improve their productivity by themselves or at the expense of another does not make sense.
Likewise, if quality is an important issue for an entrepreneur, the reward system that he or she designs should not emphasize rewarding the quantity of work accomplished by a business unit. Properly measuring performance ensures the program pays off in terms of business goals.
Since rewards have a real cost in terms of time or money, small business owners need to confirm that performance has actually improved before rewarding it. Often this requires measuring something other than financial returns: When developing a rewards program, an entrepreneur should consider matching rewards to the end result for the company.
It is also important to consider rewarding both individual and group accomplishments in order to promote both individual initiative and group cooperation and performance.
Lastly, in order for a rewards program to be successful, the specifics need to be clearly spelled out for every employee. Once this has been done, reinforce the original communication with regular meetings or memos promoting the program.
Keep your communications simple but frequent to ensure staff members are kept abreast of changes to the system. It can take many forms, including bonus programs, stock options, and one-time awards for significant accomplishments. Some companies choose to pay their employees less than competitors but attempt to motivate and reward employees using a variable pay program instead.
Good incentive pay packages provide an optimal challenge, one that stretches employees but remains in reach. If too much is required to reach the goal, the program will be ignored. Bonuses Bonus programs have been used in American business for some time.
They usually reward individual accomplishment and are frequently used in sales organizations to encourage salespersons to generate additional business or higher profits.
They can also be used, however, to recognize group accomplishments.For Reward Management Systems, KPMG assists companies to: Evaluate the importance of each job position with clear criteria.
Decide how to remunerate employees according to their performance and the relative value of their position. This Performance Management Process Checklist will help you create an effective employee performance management and development system. See the checklist.
While the private sector has not solved the problems this dual use of performance management systems can produce, it does appear that organizational commitment to the performance management system reduces the problems that occur when the summary appraisal is the focus of the system.
Part I: Strategic and General Considerations_____ Chapter 1—Performance Management and Reward Systems in Context (Please note that answers to all questions are located at the end of this chapter, following the essay questions.).
Performance Management - Introduction. Performance Management is an approach of delivering successful results in organizations by improving the performance and developing the capabilities of teams and individuals.
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Reward management is about the design, implementation, maintenance, communication and evolution of reward processes which help organizations to improve performance and achieve their objectives. Reward processes are based on reward philosophies and strategies and contain arrangements in the shape of policies and strategies and .