Employee Motivation, Remuneration and Benefits - Essay Example

ASSIGNMENT 2: ESSAY ON EMPLOYEE MOTIVATION, REMUNERATION & BENEFITS ARGUMENTATIVE ESSAY The appropriate remuneration to the employees in the form of monetary and non-monetary returns is essential for retaining the employees and keeping them motivated towards performing the job (Armstrong, 2003). Organizations are highly concerned about the strategies which they develop for the motivation of the employees. The overall compensation package which is offered to the employees has a significant impact on their retention. The importance of compensation is significant for maintaining a competitive edge in the business (Gubman, 2004). The human resource teams work together with the strategic managers for understanding the need for appropriate management. The recruitment and motivation process of the employees is extremely crucial for the progress of the business. For the retention of the labor and ensuring that the employees are motivated the managers must form the strategies which make managing the business operations easy (Henry, 1995). The compensation law, wages and the equal pay require that the company maintains the compliance of the labor laws suitable for the organization and retention of the employees (Jackson, Schuler, & Werner, 2009). In the essay a detailed discussion of the employee motivation, retention and benefits will also be discussed. In the analysis of the study the relevance of application of tools for motivating the employees will also be discussed. Relating to the case the strategies which the business must form and develop for the progress of the organization and the individuals must also be studied and analyzed. The retention of the employees is associated with the motivation of the employees. This can be done by ensuring that the methods which are adopted by the employees within the organization are effective and the actions are appropriate for ensuring efficiency of the employees (Nankervis, Compton, & Baird, 2002). The environment of the organization must be competitive and appropriate growth incentives must be offered to the individuals for the growth and development of the organization. The organizations which have a high performance environment are highly result oriented. The workers of the organization are competitive and stressful. The organizations must work on few of the segments appropriately for ensuring that the employees are retained proactively (Stephens, 2010). For this the application of the following measures is extremely important (James & Mathew, 2012).1 The employees who are hired by the organization must be retainable and all the competencies and the skills of the employees must be checked appropriately. During the hiring process the careers of the individuals must be planned. The hiring manager must ensure that the individuals who are hired for the role have the potential to be retained and excel within the organization and accomplish the goals which is assigned and allocated to them. The motivation of the employees is at a different level. For this the managers must make sure that the retention of the employees is done at a personal level so that the employees tend to own the work which they perform. This leads to the success of the organization. The managers must assess the reason for the underperformance of the employees. Consideration must be made for finding the reasons which lead to the under performance of the employees. Skill competency, behavioral issues and the personal issues of the employees which lead to the development of the employees must be provided to the employees so that the reasons for the under performance of the employees can be overcome. The organizations must manage the line managers of the organizations so that the goals and development of the organization can be acquired in the most effective manner. Being in the place of Jane and as the human resource manager of the organization for securing the future of the employees and ensuring that the organization is performing at maximum efficiency the managers must implement the above mentioned policies for the retention of the employees. The plan made for the retention of the staff will be based on the retention and motivation of the employees. The managers in the case must ensure that the profile of the employees is analyzed and the goals of the organization which have been made offer the required incentives to the employees who may prove sufficient for the motivation and well-being of the employees. Stan He must be offered bonuses and financial appraisal so that his satisfaction level can be secured. This will motivate him to work with more zeal. Lisa The incentives related to the work and life balance must be offered. Besides this a seasonal vacation can be offered with the family to Lisa so that she can spend some quality time with the family. Ian Foreign trips and a solitude work environment must be provided which can suite the lonely nature of the individual. Jenny Education support facility and time management so that time can also be vested on the studies must be given so that she can progress and excel in the business environment. Josh Josh requires dimension so that his energy can be used in the right direction for the benefit of the organization. Above mentioned are the brief suggestions which may act as the action plan which Jane may propose for securing the existing employees. Ian is crucial for the organization because of the skills whish he possesses. The role of Ian is of a strict disciplinarian who fails to tolerate any sort of incompetency. He does not hold any managerial position within the organization but still he is aware of the tasks which are needed to be performed and the competency level which he possesses in manufacturing are highly essential for the success of the organization. Ian is also not much of a team player and does not hold any sort of family commitment recently. Motivating the workers which such traits is highly difficult as they are mostly not open to the culture and their exact wants are not known by the organizational staff. For motivating the employees the management must design the tasks to motivate the workers and apart from this the structure of the organization must be developed and applied in the most appropriate manner. The organization must take notice of the tasks which are associated to the employees and using this manager let them have the ownership of the work. This will make the employee think that they are essential for the organization and further strategies will be determined accordingly. Besides this the organization in the case of Ian can provide a tour to Ian so that the desire of Ian to go places can be completed. The task which the organization shall assign to Ian must be of individual nature. If Ian agrees on rotating jobs which require travelling then he must be offered those so that he can travel places and being on rotation. This will make him feel motivated and visiting new places will eliminate the need of the individual to interact and collaborate with the employees of the organization. All the individual needs of Ian must be met in segments. The proposition of associating his passion for travelling with the job responsibilities will prove motivating for him. This will enhance the performance and the outcomes which will ultimately benefit the outcomes of the organization. Besides this the management must make sure that an ideal environment for the work must be provided so that all the outcomes can be achieved. The application of the three R’s is essential for the motivation of the employees. The employees must be recognized, rewarded and reinforced (Ulrich & Smallwood, 2005). The work of the individuals which is unique in nature and can be performed only by them must be recognized and appreciated. Other than this the role of the employees for those tasks must be rewarded in the most appropriate manner. The organization must realize the work of the professionals and using this reinforcement with the work may also be performed with the passage of time. This is essential for the smooth functioning and retention of the existing workforce (Torraco & Swanson, 1995). The rival organizations can only poach the existing staff at Johnson and attract them to join if the staff is not motivated and appropriate remuneration is not offered to the workforce. The workforce must be motivated and the strategies which are formed by the organization must be such which motivate the workers and align them with the goals of the organization. For the management and efficiency the strategies used by the organization must be appropriate and proper value based strategies must be started so that the workers can be retained and kept motivated.2 For the maximum retention of the employees the managers must take notice of the workers and they must hire the best workers which are suitable for the organization (Eisenberger et al., 2002). The organizations must form the strategies which are effective for maintaining a work and life balance. This will motivate the workers more and they will be more devoted at the roles using which they perform the jobs (Eisenberger et al., 2002). The employer must be the best for the employee so that they tend to contribute their maximum for the success and progress of the organization. This improves the efficiency of the organization (Ramlall, 2004). The strategic managers must ensure the participation and actions of the management so that all the rights and wrongs are brought to light. The implementation of the policies by the line managers must be ensured to be effective (Ramlall, 2004). The management must focus on one strategy and they must bring all the workers of the organization under one single roof (Eisenberger et al., 2002). Employee retention is an important element under which strong organizational grounds can be managed. The employees are an asset for the organization and appropriate management of the workers ensures organizational efficiency. If the workforce working for the organization is motivated then the goals of the organization can be structured to keep the employees aligned to the vision of the organization (Ramlall, 2004). The managers must ensure that the balance in the social and work life of the workers is managed. The employer of the organization must be the best and the monitoring measures must aim to enhance the overall efficiency of the workforce (Hausknecht, Rodda, & Howard, 2009). The senior management must take the relevant actions and they must design the strategies for aligning the workforce so that the goals can be accomplished. The management has a very important role within the organization and hence the application of the policies must be done in a particular segment. This requires that all the workers are working collaboratively under the same roof. Employee motivation and offering the right benefits to the employees is the key using which the organizations succeed in managing the workforce (Ramlall, 2003). 3 The managers must also look forward to making the system which relies on change and knowledge sharing. This enhances the performance of the employees and the quality outcomes of the work which they perform. Efficiency in the work of the employees benefits the organization and creates the prospects for future advancement and efficiency. Strong internal systems and constant monitoring ensures that the competitors cannot poach the staff of the organization (Samuel & Chipunza, 2009). 4In the workplace the difference between the expectations of the managers and Gen Y workers creates a gap in the meeting of the organizational goals. The Gen Y workers have a more positive attitude towards the managers but the work ethics and time management seem annoying to the managers. Such workers are also distracted easily and they have unrealistic compensation expectations from the employers. The case of Josh is also same and the genius needs to be given the direction in which all his efforts and expertise can be vested. For improving the role of such workers the managers need to form appropriate strategies using which the employees can be retained. The management must show a short term roadmap to the workers using which all the tasks and the goals of the individuals can be prioritized. This requires that the workers are told about what is expected of them while they are on the job. The promotion and the raise structure of the employees must also be planned and appropriate goals must be predefined under which on the accomplishment of a specific goal all the salary outcomes can be accomplished. The organizations must make the workers understand the scope of the tasks which needs to be met. It must be communicated that the task list of the organization is huge and that there is less time within the organization to learn. The managers must at the initial stage define the goals and in the later segment they must let the employees work on their own showing freedom and ownership. The Gen Y workers also need to understand that the work which they perform must ease the responsibilities of the managers and not be made difficult (Giang, 2013). Josh must be made aware of his potential and a roadmap must be set for him using which career advancement can be achieved by him. Valuing the zeal and potential of the young members and aligning the potential in the right direction so that it is useful for the organization and the employees is essential for the growth prospect of the organization. This is the dimension for the worker which ensures employee retention for the organization (Giang, 2013). Jane must look at the interests of Josh and define the strategies which are suitable to be accessed in the similar timeframe within the relevant time period. The profile of Josh shows interest in travelling and using this attribute a collaboration of work can also be formed with Ian. Ian is considered a loner and Josh is so focused on the work that he does not feel the need to interact with other. Ian is very disciplinary about the work and so is Josh. If the targets of both are combined then the work goals can be accomplished. This will improve the organizational performance and ensure the retention of the workforce. The retention of the employees in an organization depends highly on the motivation level and the benefits which are offered to the workers. This strengthens the role of the workers and at the same time determines the strategies which may benefit the growth of the organization. Employees are an asset of the organization and their retention is necessary for the benefits of the workforce so that the goals can be accomplished. The management must determine the strategies for motivating the workforce so that the goals of the organization can be acquired and the existing employees of the organization can also be retained (Phillips & Connell, 2003). 5 This essay is based on four main situations which are extracted from the case of Johnson mining. Using these managerial decisions for the improvement of the workforce must be studied and analyzed. Implementation plan proposed by Jane for the retention of the employees has been discussed. Case of Ian and Josh has been discussed more elaborately for proposing the alternatives. Other than this the manager’s retention strategy for securing the workforce has also been discussed in this essay. List of References Armstrong, M. (2003). A handbook of human resource management practice. London: Kogan Page Limited. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: contributions to perceived organizational support and employee retention. Journal of Applied Psychology, vol. 87, no. 3, pp. 565. Giang, V. (2013). Why Gen Y workers have no idea what their managers expect from them. Available from http://www.businessinsider.com/study-reveals-expectation-gap-between-managers-and-their-workers-2013-9 [Accessed 20 January 2014] Gubman, E. (2004). HR strategy and planning: from birth to business results. Human Resource Planning, vol. 27, no. 1, pp. 13-23. Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted employee retention: Performance‐based and job‐related differences in reported reasons for staying. Human Resource Management, vol. 48, no. 2, pp. 269-288. Henry, C. (1995) Human Resource Management: A Strategic Approach to Management, Oxford: Butterworth-Heinemann Jackson, S., Schuler, R., & Werner, S. (2009). Managing Human Resources. Mason, OH: South-Western Cengage Learning James, L., & Mathew, L. (2012). Employee Retention Strategies: IT Industry. SCMS Journal of Indian Management, vol. 9, no. 3. Nankervis, A. R., Compton, R. L., & Baird, M. (2002). Strategic human resource management. Melbourne: Nelson Thomson Learning. Phillips, J. J., & Connell, A. O. (2003). Managing employee retention: a strategic accountability approach. Routledge. Ramlall, S. (2003). Organizational Application Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness. Applied HRM Research, vol. 8, no. 2, pp. 63-72. Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American Academy of Business, vol. 5, no. 1/2, pp. 52-63. Samuel, M. O., & Chipunza, C. (2009). Employee retention and turnover: Using motivational variables as a panacea. African Journal of Business Management, vol. 3, no. 8, pp. 410-415. Stephens, N. (2010) Talent Management: ensuring your people give you the competitive edge, Strategic Direction, vol. 26, no. 7, pp. 3-5. Torraco, R., & Swanson, R. (1995). ‘The Strategic roles of Human Resource Development’, Human Resource Planning, vol. 18, no. 4, pp. 10-21. Ulrich, D., & Smallwood, N. (2005). ‘HR’s New ROI: Return on Intangibles’, Human Resource Management, vol. 44, no. 2, pp. 137-142. Read More