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Equity theory of motivation suggests that all employees must be given rewards according to their individual contributions. Equitable distribution of rewards leads to maximized performance.
SMART objectives must be designed (Specific, Measurable w/Measurement, Achievable, Relevant, Time-Oriented) through implementation of reward system. According to Total Rewards theory (TowersWatson 2014): “Employers can better align rewards with employee preferences to … promote specific behaviors and drive higher productivity.”
Off-the-job training, on-the-job training, coaching, mentoring, group/lecture training, and computer-based training (CBT), are some of the formal training forms that are meant to increase the proficiencies of employees, so that they help the employers achieve their milestones (Sarwar, Azhar & Akhtar 2011). Koster, Grip, and Fourage (2011) found that, as predicted by human capital theory and social exchange theory, the contribution of employees in general training encouraged job persistence.
Koster, F., Grip, A., & Fouarge, D., 2011. Does perceived support in employee development affect personnel turnover? The International Journal of Human Resource Management, vol.22, no.11, pp. 2403-2418. DOI: 10.1080/09585192.2011.584404
Murayama, K., Matsumoto, M., Izuma, K., & Matsumoto, K., 2010. Neural basis of the undermining effect of extrinsic reward on intrinsic motivation. Proceedings of the National Academy of Sciences of the United States of America, vol.107, pp.20911-2091.
Sarwar, S., Azhar, M.S., & Akhtar, N., 2011. Impact of training patterns upon the social relations of employees (a meta analysis). Journal of Management Research, vol.3, no.2, pp. 1-20. DOI:
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2 Pages(500 words)Case Study
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