| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "INCENTIVE MOTIVATION": |
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Incentive Programs and Motivation in the Workplace, 2003.
This paper discusses the numerous incentive programs available to employers and examines which programs really work.
3,919 words (approx. 15.7 pages), 16 sources, MLA, £ 75.95
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Abstract
This essay analyzes the difference between incentive and motivation and shows how they are related. Several motivational theories are also compared and shown how they relate to the various incentive programs, such as profit sharing and gain sharing, that can be used by companies.
From the Paper
"In today?s hectic work environment, it is sometimes difficult for management to keep employee satisfaction in mind. Many managers are often heard saying ?I have so many things to do that I don?t really have time to pat employees on the back for everything they do.? At the company where I am employed, one of my bosses has said on numerous occasions ?We don?t say things like good job around here because that?s just the way it?s always been. You can just assume if you don?t hear anything that you?re doing fine.? It is for reasons like this that many Americans feel little or no satisfaction with their jobs. Perhaps supervisors embracing this type of management philosophy are not lazy, but just not used to recognizing people, and are in essence creating an unsatisfied group of employees. Whatever the reason, it is imperative that companies teach managers how to create satisfied employees as well as implement programs that give employees an incentive to want to do well at work. Companies need to learn how to create a healthy balance between those things that affect job satisfaction or dissatisfaction. Hygiene factors, such as pay and policies affect job dissatisfaction, while motivator factors, such as recognition and responsibility affect job satisfaction. Without balance between these two factors, employees will either be dissatisfied or get no satisfaction from their jobs. There are many ways companies can use incentives to motivate employees, and several will be examined and compared to one another."
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Enhancing Employee Motivation Through Incentive Programs, 2006.
An analysis of how to increase employee motivation by means of incentive programs.
795 words (approx. 3.2 pages), 2 sources, MLA, £ 20.95
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Abstract
This paper recommends a change to an employee incentive system in order to inspire greater motivation among employees. According to the paper, the current incentive system includes use of an annual performance appraisal to reward employees financially for performing above expected levels of performance. The change this paper suggests, is the implementation of an employee suggestion system.
Contents:
Purpose
Background
Analysis of Current System
Alternatives To Current System
Recommendations
From the Paper
"Drillings & O'Neil (1994) confirm that many motivational variables including "effort, anxiety and curiosity" contribute to performance at all levels within the organization. These variables can influence the "rate and ease with which individuals acquire new competencies" and can also discern the likelihood that effective learning will occur within the organization (Drillings & O'Neil, 2). Most individuals working within the organizational context have a predisposition toward different motivational cues. Thus not everyone will respond the same to a compensatory rewards program vs. a rewards program whose intent is to create more intrinsic motivation. "
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Workplace Motivation, 2008.
This paper discusses the use of incentives in motivation program designs.
1,536 words (approx. 6.1 pages), 8 sources, APA, £ 35.95
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Abstract
The paper explores contemporary research on the motivation of employees in the workplace. The paper explains the motivational strategies of goal setting and incentive programs, with a focus on media advertising sales.
From the Paper
"The motivation of employees in the workplace was the focus of many researchers following the publication of the Hawthorne study result. Several theories appeared as a result of the increased interest in employee motivation. The most important theories, the classics of motivation research that have led to our understanding of motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement theory."
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Employee Motivation, 1989.
Examines motivational theory & applications in union & non-union contexts. Discusses blue-collar workers, incentive plans, seniority, pink-collar office workers, bus drivers, professional nurses and future outlook.
2,700 words (approx. 10.8 pages), 19 sources, £ 67.95
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From the Paper
"This research examines motivation in organizations, with an emphasis on the different factors involved in the motivation of union and non union employees. A brief review of motivational theory, together with a consideration of motivation in the union/non union context, is followed by case examples of the motivation of union and non union employees. The final discussion considers the future outlook of motivation in the union/non union context.
REVIEW OF MOTIVATION THEORY AND A
CONSIDERATION OF MOTIVATION IN THE UNION/NON UNION CONTEXT
Two of the most widely accepted theories of motivation applied in organizational environments are those of Abraham (...)"
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Worker Motivation and Organizational Behavior Modification, 1990.
This paper discusses the motivation of workers and organizational behavior modification: Theories, leadership approaches, incentives, performance evaluation and quality circles
2,025 words (approx. 8.1 pages), 12 sources, £ 50.95
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From the Paper
"The field of worker motivation is far from new, in that several researchers and management scientists have for decades investigated those variables that influence the ways in which employees can be motivated by management, and the impact of such implementations on workers in general, unit/team productivity, and the overall efficiency and effectiveness of the organization. Although this field has experienced considerable research in a variety of subareas spanning from monetary rewards to shorter hierarchies, there is no particular approach that proves totally effective and/or efficient in all internal/external environments, with all levels of employees, and with all leadership and/or management styles. The vagaries of ... "
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Motivation Management, 2004.
This paper discusses motivation management, the management of human capital, which is the most critical element for the success of the organization.
3,005 words (approx. 12.0 pages), 16 sources, APA, £ 62.95
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Abstract
This paper explains that organizations use various methods to motivate their employees, based on three major theories of motivation: satisfaction; incentive; or intrinsic theories. The author points out that organizations generally are reactive rather than proactive when dealing with employees and their grievances. The paper stresses that job enrichment has to be a constant process and has to be communicated effectively to all members in the organization.
From the Paper
"All organizations strive to create an environment of mutual respect, encouragement and teamwork?an environment that rewards commitment and performance. In the current market place, the employers have expectations of the type and nature of work that they expect their employees to perform. In return, the employee expects to earn sufficient money to maintain his or her standard of living, create savings and maintain a retirement plan. An individual also has the same expectations of wealth and personal success that any organization has. An environment, which is responsive to the needs of the employees and their families can also provide a more stable and trust worthy workplace for an employee. Mutual respect, dignity of the individual, and respect by the individual are a few of the methods employed."
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Employee Motivation, 2007.
This paper provides a research proposal for the motivation of employees.
1,688 words (approx. 6.8 pages), 3 sources, MLA, £ 38.95
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Abstract
In this article, the writer studies ways of motivating Circuit City sales employees. The goal of the proposed study is to attempt to motivate employees to increase sales in each of the city's five Circuit City stores through offering sales personnel in each of those stores, gift card incentives for reaching certain sales goals. The writer notes that the hypothesis for the study is that, during the month that the gift card bonus incentive program is in place, within the five target Circuit City stores city-wide, sales per employee, and overall sales per store, will increase as a result of these incentives.
Outline:
Introduction
Background of the Problem
Study Subjects
Independent Variables
Dependent Variables
Research Methods
References
From the Paper
"No magic formula exists, anywhere, for motivating employees, but when employees feel unmotivated, not only morale, but business itself suffers. Industrial psychologists might argue that secret(s) to motivating employees lie, in knowing and understanding what makes individual employees tick: what their interests, values, hobbies, and goals are; what they like to do outside work, what they enjoy most (or least) about their jobs, etc., as well as how employees work well together."
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Operational Motivation Plan, 2004.
An outline of an organization's operational motivation plan.
1,037 words (approx. 4.1 pages), 3 sources, MLA, £ 25.95
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Abstract
This paper discusses how organizations largely depend on their employees to increase their profitability and how the structured driving force for employees depends on the kinds of goals and objectives of the organization that collaborate with those of the employees. It looks at how the incentives that employees derive from objectivity often lead to goal accomplishments and how, for effective motivation plans, management, therefore, must partake in analyzing objectivity, aspiration, personal goals, and the elements that drive their employees before an effective operational motivation plan can be developed. It presents an example of an operational motivational plan that would ensure that employees are encouraged to demonstrate their abilities, incorporate their perspectives, and enable the organization to achieve its objectives.
From the Paper
"At the core of the motivation plan is the incentives. Some employees are motivated by benefits, long term plans for their personal lives as well as job security. On the other hand some employees are more concerned about career development in the form of scope and opportunities that exist in their being with the company. An organization is therefore responsible for developing the kind of incentive program that would allow for its employees to strive achieving their goals."
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Motivation in the Workplace, 2008.
This paper evaluates motivational strategies and applies them to the hairdressing industry.
1,740 words (approx. 7.0 pages), 7 sources, APA, £ 39.95
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Abstract
This paper explains that, to motivate employees effectively, managers must understand and appeal to the varying values and attitudes of a diverse workforce. The author points out that incentive programs, which are designed to reward employees in straightforward and simplistic means, will not be as effective at motivating employees as strategies that are adaptive, flexible and individualized. The paper relates that incentives that are actual investments in the long-term success of employees, including education, training and tangential rewards, are more effective than one-to-one rewards because they can actually improve the employee's feeling that he or she is valuable to the company. The author stresses that the most important characteristics that managers can pursue to build relationships of trust include dependability, transparency and confidentiality.
From the Paper
"In industries that have a strong customer service component, creating a staff that is happy and motivated is a requisite for a staff that is productive and able to deal with the public in a positive and effective manner. To accomplish this requires continuous support and investment from the organization and from management to constantly improve the level of staff involvement and continue to provide them with appropriate and tailored incentives to improve motivation. One specific tack would be to reward behaviors and actions that are only tangentially related to the job task."
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Safety Incentive Programs, 2002.
A look at the institution of safety incentive programs within the workforce.
1,530 words (approx. 6.1 pages), 12 sources, APA, £ 35.95
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Abstract
This paper examines the advantages of the institution of safety incentive programs to a business. It looks at how to raise the incentive of employees to follow safety regulations, such as offering motivational rewards and uses some examples of businesses to illustrate its points.
From the Paper
"Every year, 3.0 million workers in the United States are injured in job-related accidents. The Social Security Administration reported that employers and their insurers paid more than $39.0 billion in workers' compensation benefits in 1991, i.e., approximately $438 per covered employee. Statistics reveal 5.9 million work-related illnesses and injuries in the private sector, with a rate per 100 workers of 6.7%; it is estimated that injuries alone cost US businesses over $110 billion annually (1998 statistics)."
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Work Incentive Plans, 2002.
A discussion of several plans promoting employee incentives in the workplace.
1,660 words (approx. 6.6 pages), 8 sources, MLA, £ 37.95
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Abstract
The success of a company derives from a synergy of inputs, including the work of employees who are dedicated, skilled and knowledgeable, and a management team that understands how to inspire competent and motivated performance through sensitive and responsive management of a continually changing workplace. This paper discusses the importance of the workplace environment which directly impacts the motivation and productivity of the workforce. It suggests several plans to stimulate and promote worker's incentive by making them happy and secure and therefore productive workers.
From the Paper
"While the profitability of corporations is typically measured in dollars, overall success can be measured in terms of profitability plus the attainment of organizational goals. This success derives from a synergy of inputs, including the work of employees who are dedicated, skilled and knowledgeable, and a management team that understands how to inspire competent and motivated performance through sensitive and responsive management of a continually changing workplace. The cost of socially-responsible management is an investment: the workplace environment directly impacts the motivation and productivity of the workforce. Simply put: happy, secure workers are productive workers."
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Incentive Programs, 2002.
An analysis of employee performance in respect to incentive programs.
4,900 words (approx. 19.6 pages), 5 sources, £ 126.95
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Abstract
This paper assesses the management strategies found in providing incentive programs for employees. This paper takes the form of a research study, where the relevant research is reviewed and a survey (fictional) is addressed to demonstrate the effects of incentive programs on the performance and productivity of employees.
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Safety Incentive Programs, 2002.
An insight into safety incentive programs.
1,150 words (approx. 4.6 pages), 5 sources, £ 31.95
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Abstract
This paper defines the safety incentive programs. It proceeds to explore different types of safety programs and concludes by determining the effectiveness of the different programs.
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Incentive Plan, 2006.
A project regarding incentive plans for prospective employees and the costs involved in such a plan.
675 words (approx. 2.7 pages), 2 sources, £ 18.95
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Abstract
This paper forms part of a project to devise an incentive plan for hiring new electrical engineers by offering more attractive offers than competitors, in order to attract the best people. This paper will then analyze the costs of the project, both the obvious costs as well as the hidden costs.
From the Paper
"Costs: The project to be analyzed is to streamline the process for reimbursing employees. The project will entail a number of costs. The project applies specifically to the hiring of Electrical Engineers at this time and will first cost a certain amount in terms of the incentives offered to candidates along with their base salary. The costs for each engineer is as follows: Annual salary: $65,000 Relocation allowance: $15,000 These are direct costs for the hiring of each electrical engineer, which means an outlay of $80,000 the first year, at least $65,000 each year thereafter, with a higher cost factored in as the individual achieves a higher pay level as a reward for work done. Numerous indirect and often one-time or intermittent costs have to be considered as well, and these include pay for Annual Leave, Medical Leave, Hospitalization Leave, Maternity Leave, Marriage Leave."
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