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Rewards as a Motivator, 1981.
This paper describes the concept of reward as a motivator for children's education and development that is more effective than a system of punishment.
1,350 words (approx. 5.4 pages), 9 sources, $ 47.95
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From the Paper
"This research describes the concept of reward as a motivator for children's education and development, more effective than a system of punishment. Such a system should be recognized on the basis of the relative impact of reward and punishment, i.e.. reward is powerful because of its connection with authority symbols, such as parents, and the reinforcement of attitudes in desirable and functional behavioral repertoires of development. Punishment has a contrary tendency to teach the behaviors that are punished, not to extinguish them.
Skinnerian logic on rewards is that it assists learning through reinforcing effective communication by which the ... "
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Non-Monetary Rewards, 2005.
A discussion on the advantages of non-monetary rewards in the work environment.
675 words (approx. 2.7 pages), 3 sources, $ 26.95
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Abstract
This paper considers the use of a non-monetary reward system for a department that cannot provide added money for incentive. It notes research showing that non-monetary rewards can be as important as monetary rewards for many employees and so can serve as motivators for improved performance. It claims, therefore, that making such an approach is ideal for any organization or division that has a limited budget or lacks full control of its budget but still needs to use rewards for motivation and job satisfaction.
From the Paper
"Companies often have to find ways of providing rewards that do not involve monetary rewards. Non-monetary rewards can include such things as added perquisites, promotions, recognition, and similar elements in the workplace. Research shows that non-monetary rewards can be as important as monetary rewards for many employees and so can serve as motivators for improved performance, making such an approach ideal for any organization or division that has a limited budget or lacks full control of its budget but still needs to use rewards for motivation and job satisfaction. A study reported by the American Management Association (1999) states that organizations that provide both recognition and job performance measurements enjoy higher levels of job satisfaction among their employees. It is also stated that there is a strong statistical correlation between employee satisfaction and increased company profits, a fact supported by a nationwide survey of U.S. workers ..."
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Organizational Rewards Systems, 2007.
An examination of the rewards system at auditing firm, Ernst & Young, written from the perspective of one of their employees.
2,253 words (approx. 9.0 pages), 5 sources, MLA, $ 69.95
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Abstract
This paper discusses the hierarchy of needs theory and the expectancy theory and how they apply to the rewards system at Ernst & Young. The paper is written by an employee of Ernst & Young and describes the company's rewards system and benefits package. The paper examines the theoretical underpinnings of Ernst & Young's present day rewards system and summarizes A. Maslow's major tenants in his hierarchy of needs paradigm.
From the Paper
"A more self-actualized senior executive, on the other hand, is confident enough of his abilities and eager enough to solve problems on a regular basis no matter what the difficulties and he will be innately more comfortable with uncertainty and risk. And the grater the risk, as the old adage goes, the greater the rewards. The most valued of which isn't necessarily money and what it can buy, financial security or status or the camaraderie of his fellow executives but the conviction that he is living up to his fullest potential."
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Business Rewards Strategies, 2005.
A look at the importance of business reward strategies and approaches in the international organizations.
2,687 words (approx. 10.7 pages), 8 sources, MLA, $ 80.95
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Abstract
This paper examines reward strategies and other associated approaches in the terms of their potential to add value in our modern international business environment. The paper explains that as the trend of escalating globalization continues, human resource managers and business leaders will have to contend with all new intercultural differences and many multinational organizations require their employees to work abroad. The writer points out that consequently, organizations will need rewards systems and approaches that will address the challenges that will arise in this new global business spectrum. The reward systems will need to be able to address the needs of multiple cultures as well as in multinational teams. The paper shows that since international business has fueled the global economy, from the perspective of business leaders, most feel that the world economy is driven by specific aspects of their organizations. The paper concludes that the how these international business organizations recruit, hire, train, retain and motivate their people will be the true engine that drives the world economy.
Table of Contents:
Introduction
Human Resource Management
Reward Strategies and Globalization
Rewards that Add Value
The Effect on Employees
Conclusion
From the Paper
"When this process is functioning properly, employees benefit by having their ranking systems leveled and therefore it is not a disadvantage when working in location A over location B. The classification systems of a well managed rewards process does not penalize any employee who chooses to relocate for the benefit of the firm. Other employee advantages to a well managed rewards process can also be seen in the overall job satisfaction, communication and other intrinsic symbols of organizational success.
Rewards packages clearly benefit employees of international organizations when they take into consideration the various cultural differences that may be present throughout the organization. The program must understand how people work in different countries in regard to geographical and organizational differences. These differences could be driven by each country's specific laws, beliefs and cultural expectations. "Depending on where you're sending employees, different services-such as social security, leave and health insurance -will be alternately government-provided, mandated by the government or voluntarily enrolled in by the employee."
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Tangible and Intangible Rewards, 2002.
A discussion of the importance of a company to provide tangible and intangible rewards to its employees.
1,050 words (approx. 4.2 pages), 3 sources, MLA, $ 36.95
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Abstract
This paper defines the concepts of "tangible" and "intangible" rewards and compares the benefits of each of these to the employee. The practice of rewarding employees is essential in a company and the paper looks at the advantages for the businesses which include higher employee motivation, higher output and job satisfaction. The paper also examines whether tangible or intangible rewards provide different results.
From the Paper
"There has always been a need to make structured rewards as well as recognition systems in order to give confidence and support to employees and managers for changing their behavior towards work as individual as well as a group.
"However, the correct method to rewards varies across stages of implementation that may have necessary added rewards to tie it to formal measurement and performance appraisal. These rewards whether tangible or intangible, are means of recognizing the value of sharing and working hard, appreciating the contributions the employees make in the organization, as well as a rising awareness about the importance of not noticing what they know (APQC, 2001)."
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Job Redesign and Workplace Rewards, 2006.
A discussion regarding the team leader assembler, focusing on remuneration and incentive rewards.
1,940 words (approx. 7.8 pages), 7 sources, MLA, $ 61.95
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Abstract
This paper focuses on the job of team leader assembler for a can manufacturing firm. The paper discusses the major components, tasks and responsibilities required for this position. The paper further discusses how the team leader of the assembly unit is also responsible for coordinating communication and working relations with all team members, as well as the safety of his or her team. The paper then reviews various remuneration and motivation incentive rewards available to the team leader assembler.
Outline:
Selected Job - Team Leader Assembly Department
Part 1 - Major Job Responsibilities
Goals Within The Company
Part 2 - Job Redesign
Job Redesign Recommendations
From the Paper
"First, it is vital in a team-oriented situation that the performance review process reflects not only the achievements and accomplishments of the person assessed, but also the rest of the team. This will encourage the team leader to actively engage team members and participate more fully in communication efforts, knowledge sharing and strategic planning at the team level. It also encourages the team leader to be more accountable for the actions of the team as a whole. If the team for example, performs poorly during the year despite good attendance and performance on the team leaders part, it is still important that the team's performance is reflected in the performance appraisal process so recommendations for improvement may be made.
Second, team leaders should be provided the opportunity to learn more about the inner operations and workings of the company as a whole. The best way to facilitate this process is through cross training, allowing the team leader a birds eye view of what other supervisors and front line employees do in the organization, how their work affects the assembly line, and remind the team leader of the importance of interpersonal communication and knowledge sharing among all levels of the organization."
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Personal Rewards vs. Helping Humanity, 2000.
The following essay discusses whether one would take a job that promised personal rewards as well as helping the rest of humanity.
1,560 words (approx. 6.2 pages), 4 sources, APA, $ 51.95
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Abstract
This essay examines the dilemma in making a decision put before a hypothetical student at McGill University. If the ends always justify the means and personal ambition is a virtue, then one would most certainly take a job that promised one personal rewards and might also, as an added, but not necessary bonus, help the rest of humanity. However this paper looks at this decision from the perspective of the Mahayan Buddhist.
From the Paper
"While it is not moral to kill, the Buddhist also recognizes the fact that death is not the end, that in each life all sentient beings inhabit a mortal body that appears in the transient world and is lead through the cycle of death and rebirth to enlightenment. It may be that part of one's mission in a life is to help create medicines that will benefit many others."
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Organizational Rewards System, 2005.
This paper is a literature review of the relationship of organizational culture and rewards systems.
950 words (approx. 3.8 pages), 13 sources, APA, $ 33.95
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Abstract
This paper explains that, in general, the literature states that an organizational culture, which fosters communication and a collaborative or team oriented environment, is more likely to successful implement a rewards system. The author points out that, in a majority of organizations, the primary factors influencing pay structures include organizational culture, the presence of or lack of performance measurement systems, the organizational design (i.e. whether an organization is hierarchical or more democratically or team based) and the size of a company. The paper suggest that employee compensation and internal pay structure vary according to the profitability of the firm and the degree to which a firm hires more technically skilled the employees, who be compensated at a higher rate.
From the Paper
"Johnson (2000) finds that supervisors perceptions of culture are generally much more positive than employees perceptions of culture, and that for a rewards program to be successfully implemented it is critical that the organizational climate be assessed more from an employees perspective than that of a manager. Johnson further descries the notion that a rewards based system is more feasibly adopted in a democratic vs. a hierarchical work climate where management and labor relations in general are perceived more favorably."
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Rewards of Teaching, 2008.
A personal account on the rewards of teaching.
1,835 words (approx. 7.3 pages), 2 sources, APA, $ 58.95
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Abstract
The paper relates the manner in which teachers influence a students life and the progression thereof into adulthood. The writer speaks of his ambitions to enter the teaching profession and how certain people in his development influenced his decision. The paper continues with a discussion of the rewards and satisfaction received in the author's teaching career.
From the Paper
"The role of a teacher in a student's life is significant. In many ways teachers are closer to their students then their parents. The nature of a child and the privilege of taking part in the nurturing of that child is a gift in a life that is far too short. The above quote speaks of knowing teachers as people--in order for that to happen the children that we teach must be seen as people as well.
"Jean Piaget built his career on the notion that children move through stages in their development--as a teacher and parent you can't help but support his theory (Piaget, 1954, p. 12-24). Keeping the developmental stages of a child in mind has helped me to choose when I want to influence the life of a child and has assisted me in understanding the actions of children in the grades I teach which are K-6.
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?The Rewards of Living a Solitary Life?, 2005.
This paper discusses the value of solitude as presented by May Sarton in "The Rewards of Living a Solitary Life".
970 words (approx. 3.9 pages), 1 source, MLA, $ 34.95
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Abstract
This paper explains that poet and essayist May Sarton believes that being in solitude does not automatically make one a hero or a crazy hermit; instead, solitude can be a potentially beneficial state for those who chose it or for those who must chose it. The author points out that Sarton states the ability to live in solitude constructively has given her the ability to emerge as a writer with a unique voice. The paper concludes that solitude is necessary to understand a person's true self but it also is quite true that, without adequate socialization, all of the benefits of solitude accrued in the individual heart can never be fully reaped by the individual or by society.
From the Paper
"This assertion, although stark, causes the reader to think of how many times he or she may have changed his or her true opinion in words, but not in thought. One pretends to change one's mind, based upon one's loved ones and one's friend's advice and world perspective, are shifted and amended. The common wisdom may be simply that-common, but not necessarily right, and accepted because everyone thinks that way. It may not even be that all human beings believe the cliches they circulate, regarding race, religion, gender or even such ethical assertions that 'it's an ill wind that blows nobody good.' Living alone, and not being forced to amend one's opinions and life to others, allows the uniqueness of every human soul to emerge without such amendment. In solitude, soaked in the juices of one's own character, fermenting alone, every human character emerges as something of a genius, according to Sarton."
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Rewards in Business, 2005.
A discussion aimed at understanding the use of the classic system of Pavlov's principles in modern business reward systems.
900 words (approx. 3.6 pages), 2 sources, $ 35.95
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Abstract
This paper describes Pavlov's principles revolving around the classic system of rewards and punishments as still effective in today's organizational management application. The paper suggests that although a group of leaders may implement a series of rewards for the best employees, new ways should be created to increase a greater understanding of how ideas and job function should be rewarded.
From the Paper
"Business: Understanding the Use of the Classic System in Modern Business Reward Systems In this business study, one can examine the nature of reward systems that arise within business ethics and classical conditioning formats that have arisen in management techniques. By analyzing data and the classic system theory on reward systems in business, the basis for reward systems does not seem to falter in the modern milieu of business management application. In essence, although classical conditioning is an old theory in creating incentives and rewards for management to develop organizational unity and compliance, it is still a commonly used principle within business management systems. The issue of presenting goals and opportunities for advancement in organizational management has been a crucial factor in growth and discipline within business practice. Pavlov's reward systems reflect a tangible way to help incorporate the "classic system" that is currently practiced within modern theory."
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Compensation and Rewards, 2005.
A look at different ways that companies can compensate and reward their employees.
700 words (approx. 2.8 pages), 5 sources, MLA, $ 24.95
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Abstract
This paper examines three different types of compensation and rewards programs that can be useful to a company- merit pay rises, skill-based pay and sharing. It shows how, in order to make a comfortable environment for every employee, the human resources department needs to take more than one compensation and rewards program into consideration.
From the Paper
"Another type of reward and compensation program is called a profit sharing plan. A profit sharing plan is when a company "rewards employees based on the entire organization's performance." (Schermerhorn, Hunt, Osborne p.179) While working for Ridgefield Bank I received a couple of "bonuses" based on a percentage of the company's profits. This is a bad type of compensation and rewards program because "it tends to use a mechanistic formula for profits allocation and does not utilize employee participation." (Schermerhorn, Hunt, Osborne p.179) In this profit sharing plan the company did not use it as an employee retirement plan they used it as a reward to their employees."
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Employee Rewards - Research Design, 2002.
A research design proposal about the different systems and strategies employed by business to reward their employees.
5,535 words (approx. 22.1 pages), 4 sources, MLA, $ 135.95
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Abstract
This paper is a research design in the area of rewards, benefits, employee performance, and business strategy as they are all related to create unique reward environments in organizations of all shapes and sizes. The research demonstrates that reward systems are most successful when they are aligned with business strategy and are directly tied to employee performance. The study uses ten distinct organizations in a localized geographic area and focuses on the compensation and benefits manager at each organization.
Contents:
Executive Summary
Introduction
Problem Statement
Literature Review
Methodology
Research Design
Data Collection
Sample Design
Fieldwork
Data Analysis
Results
Timeline and Budget
Limitations of the Research
Bibliography
Appendices
From the Paper
"Reward and incentive programs are a popular component of employee benefit packages. Many employees value such offerings as flexible scheduling, tuition assistance, and child care in order to satisfy personal needs and professional development. In today?s society, it is becoming increasingly common to align these reward systems with the overall business strategy of an organization in order to satisfy business needs and to improve shareholder value. In addition, many organizations are developing or restructuring their rewards programs based on employee performance. This trend is likely to continue as costs continue to increase and competition continues to thrive in a highly volatile economy."
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Rewards Systems, 2005.
A discussion on appropriate reward systems and employee needs assessment.
900 words (approx. 3.6 pages), 3 sources, $ 35.95
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Abstract
This paper examines how an appropriate rewards system can only be undertaken if the values, expectations and proclivities of employees are borne in mind. More specifically, the paper looks at personality types and how they influence the sorts of incentives and inducements an organization proffers its employees. The paper especially focuses upon the fact that ISTP personality types those most commonly found in organizations which are research intensive are people who cannot be effectively mobilized through performance incentives because the nature of their job does not really allow for that.
From the Paper
"There can be little question that devising an effective and forward-thinking reward system is essential to achieving organizational success. This process, however, can only succeed if employee values and expectations are taken into account. Therefore, a successful human resources department must ask three questions: what are the values and expectations of your employees? How do those values and expectations fit within your organization's reward system? And how were the aforementioned conclusions arrived at? If an organization is able to successfully answer these questions, it will not only create an effective rewards system, but will create an environment which spurs employees to greater efforts and which cuts down on turn-over and poor productivity. For the purposes of emphasis and illustration, this paper will propose a desirable rewards system for a hypothetical organization specializing in industrial research and development. As should become apparent, devising a forward-thinking rewards system ..."
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Locke's Rewards and Punishments, 2005.
An analysis of John Locke's theory on reward and punishment.
1,350 words (approx. 5.4 pages), 6 sources, $ 53.95
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Abstract
The paper discusses how John Locke's theory of reward and punishment is founded on the link not between the child and society but between the father and society. The paper further discusses how "the child" actually refers to the son, and the training is intended to prepare the son for his future active role in the society. The paper analyzes how Locke is opposed to corporal punishment, but the alternative which he proposes amounts to psychological abuse. The worst aspect of the theory is that society then continues the training in a pattern of praise and condemnation.
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