Reaction Paper on Rewards and Recognition

1 | Reaction Paper on Rewards and Recognition

Reaction Paper on Rewards and Recognition Ma.Shiela V. Ricafranca MM, 1st Year  October 9, 201  !tt".  !tt". #ais" #ais" P. P. $ragais

2 | Reaction Paper on Rewards and Recognition Abstract:

Human resources are the most important resources among other resources in management. No other things can replace the human workforce. Human asset is the sole strategic asset of every organization. That is why; organizations make it a point that retaining employees is a must. But to retain efficient and experienced workforce in an organization is crucial in overall performance of an organization. Rewards and Recognition is always link with motivation. o every Human Resources !anagement "nit or #ivision of an organization must devise an effective rewards and recognition system that will supply continuous motivation to its employees especially to its experienced and top performing employees. This paper will present the difference $etween rewards and recognition and its relationship to motivation.

3 | Reaction Paper on Rewards and Recognition Introduction

%rganizations have $ecome increasingly interested in managing their human resources in such a way that can contri$ute to the overall organizational performance. &s the glo$alization arises' these organizations continue to vie for $etter productive workforce' that is why' rewards and recognition $ecomes an important part of their total workforce involvement. Rewards and Recognition: Two Different Things

Rewards and Recognition mean two different things. Rewards are often referring to as something given of value to recognize positive work result. %ften times' it is in the form of  tangi$le things such as monetary' gift certificates and pla(ues. Rewards are integral part of the overall recognition system of the organization. Recognition is more than the pat on the $ack' and )thank you.* &ccording to +red Herz$erg' Recognition is that which is received $y an individual from any source with the accomplishment or achievement of a task or ,o$. +urther' it involves noticing' praising' and even $laming employees. -t involves a total commitment $y the organization to its employees and their leadership. -t identifies and reinforces positive work   performance. -ts $asic foundation is that employees want to $e acknowledged and feel that they are $eing valued for their contri$utions to the organization. Motivation

Rewards and Recognition ystem is a tool that management can use to channel employee motivation inside the organization. -t can $e used to attract employees to ,oin the organization' to keep them coming for work' and motivate them to perform what is $eyond expected.

4 | Reaction Paper on Rewards and Recognition -n order for an organization to meet its o$ligations to shareholders' employees and society' its top management must develop a relationship $etween the organization and employees that will fulfill the continually changing needs of $oth parties. &t a minimum the organization expects employees to perform relia$ly the tasks assigned to them and at the standards set for them' and to follow the rules that have $een esta$lished to govern the workplace. !anagement often expects more that employees take initiative' supervise themselves' continue to learn new skills' and $e responsive to $usiness needs. &t a minimum' employees expect their organization to provide fair   pay' safe working conditions' and fair treatment. /ike management' employees often expect more' depending on the strength of their needs for security' status' involvement' challenge'  power' and responsi$ility. 0ust how am$itious the expectations of each party are' vary from organization to organization. +or organizations to address these expectations an understanding of  employee motivation is re(uired 1Beer' pector' /awrence' !ills' 2 3alton' 45678. !otivation is the key element in any rewards and recognition system. !otivation is such a factor  that exerts a driving force on our actions at work. Baron 14569' p. 4:98 defines motivation as )a set of processes concerned with the force that energizes $ehavior and directs it towards attaining some goal.* 3ithin the organization' the $est performance is often associated with committed employees that can only achieved through employee motivation. %ne of the most common theories outlining the relationship $etween reward and motivation is room>:8.

5 | Reaction Paper on Rewards and Recognition !otivation depends on certain intrinsic' as well as' extrinsic factors which in colla$oration results in fully committed employees. &ccording to &rmstrong 1:>>:8' motivation can $e intrinsic or extrinsic. -ntrinsic motivation refers to the ?... inherent tendency to seek out novelty and challenges' to extend and exercise one>>' p. @>8. -n other words' individuals are motivated $y selfAgenerated factors such as pride' ownership' selfAactualization and the desire to grow and develop. %n the other hand' extrinsic motivation refers to ? what is done to or for people to motivate them< 1&rmstrong' :>>:' p. C=8. This can include rewards such as increased pay' praise or promotion' as well as punishments' such as disciplinary action' withholding pay' or criticism. Dach type of motivation has a different effect on human $ehavior. -ntrinsic motivation operates $y means of selfAmotivation whilst extrinsic motivation is $ased on the expectation of recognition and reward 10ensen' !c!ullen 2 tark' :>>@8. To increase an employee
6 | Reaction Paper on Rewards and Recognition - myself am one of them. &lso' increasing employee engagement alongside with recognition will greatly help the organization to fully commit in answering employees< needs.

7 | Reaction Paper on Rewards and Recognition Conclusion

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8 | Reaction Paper on Rewards and Recognition References:

&rmstrong' !. 1:>>:8. Dmployee reward.19rd edn.8. /ondon Ehartered -nstitute of Fersonnel #evelopment. Baker' G.F. 145598. Rethinking rewards. Harvard Business Review' @41=8' 9@75. Baron' R. &. 145698. Behaviour in organisations. New Iork &llyn 2 Bacon' -nc #eci' D./.' 2 Ryan' !.R. 1456C8. -ntrinsic motivation and selfAdetermination in human  $ehaviour.New Iork pringer  Herz$erg' +. 145C58. The motivation to work. New Iork 3ileyJEhapman 2 Hall. 0ensen' #.' !c!ullen' T.' 2 tark' !. 1:>>@8. The manager>>8. elfAdetermination theory and the facilitation of intrinsic motivation' social development' and wellA$eing. &merican Fsychologist' CC148' =6@6. httpJJdx.doi.orgJ4>.4>9@J>>>9A>==K.CC.4.=6' F!id4495:6=@ room' .H. 145=78. 3ork and motivation. New Iork 0ohn 3iley 2 ons