Pay and Reward - Assignment Example

?Pay and Reward Within organizations, employees are always on the look out for better pay and rewards. This is because they are giving in their best through hard work and commitment, and it would only be sound to suggest here that pay and rewards will bring much success for just about everyone, and specifically the employees themselves. It is therefore a proactive measure of the organization if the salaries, incentives, perks and rewards are in line with the kind of work that is manifested by employees on a regular basis (Heyes, 1996). It is a fact that pay and reward form an integral part of any employee’s domains and he would like to know upfront what kind of these incentives will be given to him once he gets recruited within the organization that he wishes to work for. A better pay and provision of rewards is something that the employees always look forward to having within their folds because they feel that the organization owes it to them in the long run. It makes them feel contented with who they are and what they can do for the sake of the organization in the strategic perspectives. Being considered worthy enough for a better pay and higher rewards is something that goes down well with nearly all the employees. They always hold the said organization in nice stead because they know that they are asking for something legitimate and legal. Their basis has come from their hard work and dedication which has paved the way for the organization to become better and stronger in the recent times (Torrington, 2006). Hence there is reason enough to believe such a premise and must be backed up by a better pay and rewards for the sake of the employees. If the same does not come about, there are grievances which the employees share with their colleagues, the higher management and others. It is therefore a good omen that the employees can get out of their related settings and start speaking for their own good (Heery, 1996). It makes the organization feel that the employees are asking for something honest and thus they should be given mileage in terms of a better pay and other work related rewards. It is indeed their right to be given fairly for what they do within an organization and it is essentially something that they look forward to having within their ranks (Poole, 1998). The role of the human resources management department is an important one because it has to find out what the employees think of their pay and the other rewards that are offered to them from time to time, as well as the opinion of the organizational top heads with regards to these pay and rewards. It is the accumulative opinion of the two quarters that goes a long way in establishing the basis of success between the organization and its employees when the talk goes out loud regarding the pay and rewards. Also the employees appreciate the idea of moving ahead further with their professional lives and hence the reason that they always look forward to receiving better salaries and greater rewards as far as their workplace settings are concerned (Lawler, 2000). It links the strengthening areas of the organization with the ways and mannerisms of the employees who are always on the look out to bring something extra and hence the better pay and rewards follow soon after. From an organizational standpoint, it is always interesting to know what they think about the pay and reward policy because it dictates quite a great deal about how things shape up within the employee domains. It also tells the employees what the organization thinks about them and where it wants to see them in the coming times. Hence the understanding derives its basis from the insight that the pay and reward factors should be kept closely with the employees because they want to have these manifested time and again. The organization would not mind paying the employees higher and rewarding them if it knows that success can be documented if proper incorporations are made and when the employees know that they are not going over the board with their work ethos and disciplines (Kessler, 1994). After all, paying and rewarding the employees in a better manner would only ask the latter to give in their best and be accountable for all their tasks and actions within the workplace settings. This would echo the basis of sanity that exists within their ranks and bring out the very best in terms of their work manifestations. Now if the employees do not get this point, then there is no reason why they should look forward to receiving better payments and higher rewards than they actually are getting at the present. Such understandings need to be reached upon quite well so that any ambiguities that come about are taken care of in an easy going way (Armstrong, 2010). In the end, it would be fair to state that the pay and reward policy should always be proactively supplemented within the organization so that the employees feel safe with their respective realms and do not feel de-motivated at any stage. They must work their way through the difficult and tough times, and make all out efforts to guarantee success for not only themselves but also the organization in the long run. This would put them in a stead of their own and ask of them to manifest success through hard work, complete conviction and devotion towards their respective tasks, activities and workplace behaviors (Bach, 2005). All said and done, a better pay and greater rewards are always in the waiting for the employees who want to achieve the top most position within their workplace realms. They should be hailed by the other colleagues that are fighting for survival within the workplace settings. Hence the role of the human resources management department and the senior management remains an important one because they need to encourage the employees by giving them good salaries and rewards from time to time. Bibliography Armstrong, M., 2010. Armstrong’s Handbook of Reward Management Practice (3rd Edition-2010) Bach, S., 2005. Managing human resources: personnel management in transition. 4th ed., Oxford: Blackwell Heery, E., 1996. Risk, representation and the new pay. Personnel Review, 25(6), p54-65 Heyes, J., 1996. A formula for success? Training, reward and commitment in a chemical plant. British Journal of Industrial Relations, 34(3) Kessler, I., 1994. Performance related pay: contrasting approaches. Industrial Relations Journal, 25(2) pp.122–135 Lawler, E., 2000. Rewarding Excellence – Pay Strategies for the New Economy. Jossey-Bass: San Francisco, Chap 11 Poole, M., 1998. Human Resource Management and the Theory of Rewards: Evidence from a National Survey. British Journal of Industrial Relations, 36(2), p227-247 Torrington, D., 2006. Human Resource Management, 7th ed. Prentice Hall Europe: Hertfordshire, Chap 27 Read More