Motivating Employees Essay

1206 words - 5 pages

When reading “hope beyond the budgeting model” I felt that there was a redundancy in asserting the theory that goals should not be set because they only provide employees with the motivation to do the bare minimum to reach the set objective. The main focus in the article was to try to reward goals based upon performance compared to others within the company (yet still trying to advocate teamwork) and to competitors. An example would be basing the rewards package upon how much an employee’s success helped influence the company’s success in beating the benchmark they had against other competitors as well as against the previous year’s performance. It advocated the idea that if goals are set and used as the primary system for rewarding methods then two things will occur: (1) the employee realizes they cannot achieve the goal if it is too high and will decrease their performance due to the feeling of inadequacy in performance needed to reach the goal and receive the rewards, (2) the other side of the scale is that once they have reached the goal there is no incentive to work harder because there is no further compensation for doing so. Some of the other focuses on motivation were described in the Handelsbanken model of rewards. This banking company from Sweden concentrated on ideas such as aligning rewards with strategic goals, use clear transparent measurements, reward performance of teams, as well as a few others. Their argument is that if employees don’t focus on a set accomplishment line then they can worry less about achieving what they must to meet that line and focus primarily on team work, performance, and contributing to company success and as a result will reap the benefits in the end. Further arguments supporting this model suggest not setting fixed contract goals because it will drive employees towards individualism and create a competition between each other within the company and as a result will sacrifice organizational performance. Instead the rewards will be allocated based upon the success of the team members as unifying contributors to the organization’s success. In my opinion this makes sense in increasing employee interaction and strategizing with one another however I feel it may be hard to judge the actual input of each team member when looking to reward them because the output is one holistic measure or project of success. There may be a group of four employees who together come up with a project that is very successful however, what if three of the four were the ones who were really instrumental in the developing of the project while the third just rode on the coat tail of the others and is now receiving the same reward for a much less level of input? It becomes hard to reward individually when the measurement the reward is based upon is a single output resulting from the contribution of multiple entities.
Some of the “top 10 ironies” are closely linked to the assumptions in the “hope beyond the budgeting model” article....

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