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H.W - Assignment Example

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Non-cash rewards are more efficient than cash rewards. According to Rose, non-cash incentives best motivates employees (124). Essentially, customer care…
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Management Chapter 6 Using Rewards to Improve Performance Considering Gina’s situation, it is prudent that she uses non-cash rewards to motivate customer care representatives. Non-cash rewards are more efficient than cash rewards. According to Rose, non-cash incentives best motivates employees (124). Essentially, customer care representative will visualize and remember corporeal items better than cash. Within the same line of non-cash rewards, Gina should consider powerful rewards because they are consequential, unforgettable, and inspiring. Cash can go be useful on family budgets, for instance. Gina should consider rewarding her staff members with merchandise and trip, which are memorable. Each employee will strive to meet set goals so that they earn such non-cash rewards.
In addition, Gina will find non-cash rewards less costly compared to cash. First, employees may not notice exactly how worthy is the reward. This is contrary to cash rewards in which workers consider the amount to get motivated. For example, Gina should set a program in which successful logging detailed notes about the client call in the online database, the customer care representative earns points used to redeem tangible items of value to them. To maintain customer satisfaction at the end of every call, Gina should make it part of her reward to manage knowledge. Rewards imply after exemplary performance, there should be learning experience that enhances other employees to gain knowledge of serving in the same line. However, Gina should be careful not to overload the trip with learning sessions. Employee should find more than 80 percent of the travel to himself or herself for recreation. In summary, non-cash rewards are guilt-free as opposed to money that employees spend on ordinary commitments.
Chapter 7
Q 1 Cause of Mary Johnson’s Performance Problems
May Johnson’s performance problems are multi-faceted. First, she lacks management experience. It is her first experience working with a group of employees reporting directly to her. As a result, she believes that everything should go in line with what she understands and strongly holds. Secondly, Johnson lacks knowledge of the current systems used by the company and other employees. She relies on obsolete systems. Johnson’s overreliance on obsolete systems constantly raises conflicts with her junior employees. In addition, Johnson does not understand vital aspects of job specialization. She desires to perform everything and does not believe that any duty accomplished by other individuals can be perfect. Johnson repeats every work her junior staff members present to her.
Q 2 Cause of Dissatisfaction among Employees
May Johnson’s employee are dissatisfied with her because she constantly corrects what they do and present to her. Even if something is out-rightly correct, Johnson must find a loophole to condemn other employees for the poor work done. According to them, May Johnson has limited understanding of current technological development. Decreasing their dissatisfaction depends largely on decisions adopted by Mr. Nguyen. In a way, May Johnson requires training in management skills and changes in technology. Training Johnson to adapt management skills and technological reforms will not only reduce dissatisfaction level but also her workload because she performs other people’s assignments.
Q 3 Mid-Year Review Meeting with Johnson
Acting as Charles Nguyen, I would appreciate May Johnson for the work done so far and her dedication towards ensuring the company attains high performance. I, however, will be honest to explain the reason other employees under her division complain. The mid-year review will be influential in enhancing May Johnson’s managerial skills.
Work Cited
Rose, Michael. A Guide to Non-Cash Reward. London: Kogan Page, 2011. Print. Read More
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