How to Best Reward Employees
|Sheffield HAllam |
|How to best reward employees? |
| |
| |
|Yuling Zhang(19041245) |
|2010/4/17 |
|Understanding and Managing Organisations |
Contents Contents 2
Introduction: 3
Total Reward and theories: 4
Intrinsic rewards more important: 5
The impacts of extrinsic rewards on intrinsic motivation: 6
Cognitive evaluation theory (CET) in motivational approach: 6
Self-perception theory in attributional approach 7
Behavioural approach: 7
Performance management, high performance working and reward strategy: 8
Other noteworthy points when rewarding: 9
Case study: 10
Conclusion: 11
Reference: 12
How to best reward the employees?
Introduction:
Given that people is highly emphasized on as a key element of an organisation's competitive advantage, pay sometimes function as a tool to exchange for talented employee's commitment and loyalty. It has been pointed out that reward systems can affect several human resource processes and practises, and further influence organisational performance through mediators such as recruitment, retention and motivation (Marchington and
|How to best reward employees? |
| |
| |
|Yuling Zhang(19041245) |
|2010/4/17 |
|Understanding and Managing Organisations |
Contents Contents 2
Introduction: 3
Total Reward and theories: 4
Intrinsic rewards more important: 5
The impacts of extrinsic rewards on intrinsic motivation: 6
Cognitive evaluation theory (CET) in motivational approach: 6
Self-perception theory in attributional approach 7
Behavioural approach: 7
Performance management, high performance working and reward strategy: 8
Other noteworthy points when rewarding: 9
Case study: 10
Conclusion: 11
Reference: 12
How to best reward the employees?
Introduction:
Given that people is highly emphasized on as a key element of an organisation's competitive advantage, pay sometimes function as a tool to exchange for talented employee's commitment and loyalty. It has been pointed out that reward systems can affect several human resource processes and practises, and further influence organisational performance through mediators such as recruitment, retention and motivation (Marchington and