human resources management/ compensation and benefits3

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Assignment #3

The purpose of this assignment is to understand the relationship b/w motivation, engagement, satisfaction and total rewards. Please read the assigned articles and answer the 13 questions below and the short answer questions that follow.

Your grade on this assignment will be based more on your answers to the 4 short answer questions in Part II than on the number of correct multiple choice questions you provide.

Please submit your answers to Canvas AND bring a hard copy to class.

Part I

1. Identify the following rewards as either intrinsic or extrinsic:

  • A customer service rep’s pride in providing excellent customer service
  • A manager’s satisfaction from creating an effective training program for direct reports
  • The challenge of learning new technologies
  • The camaraderie of working on a project
  • A team bonus for achieving the quarterly goal
  • A customer service rep’s pride in providing excellent customer service
  • A manager’s satisfaction from creating an effective training program for direct reports
  • The challenge of learning new technologies
  • The camaraderie of working on a project
  • A team bonus for achieving the quarterly goal

2. The EVP at IBM for many years was that the employee provided labor and loyalty in exchange for security – a steady job and regular wages. However, in the 1990’s, under Louis Gerstner, that EVP changed. IBM failed to respond quickly enough to dramatic changes in their industry, and had to adapt their strategy accordingly in order to regain their lost market share and competitive position. So IBM eliminated lifetime employment and changed the compensation structure by awarding large bonuses of up to 30% of annual salary to reward productivity. Their new EVP matched their more entrepreneurial strategy and culture by providing a strong reputation, a clear vision of innovation, a learning environment, and career opportunities in exchange for employee willingness to continuously learn, upgrade skills, achieve goals, and relocate if necessary.

These changes illustrate the concept of alignment such that IBM’s total rewards function supports it’s strategic goals. True or False

3. Which of the following statements are true:

a. extrinsic outcomes such as monetary rewards can decrease an employee’s intrinsic interest in actually doing the work

b. Research studies indicate that when supervisors explain how employees’ efforts impact others, they are more motivated than when the conversation is limited only to their own career development.

c. Intrinsic rewards are always more effective than monetary-based rewards in motivating employees.

4. In creating compensation plans, compensation experts have to weigh the results of research studies that often provide contradicting conclusions. Which of the following are true?

a. High salaries can attract high performing employees, yet in motivating them to put forth superior effort, helping them focus on the meaning and impact of their work is key in enhancing the quality of their work and their financial success.

b. Many executives and managers believe that money is what really counts, and bonuses are the most influential motivator for top performers, yet research results suggest that other rewards such as opportunities for skill enhancement, making autonomous decisions, and believing in the purpose and meaning one’s job will sustain employees’ motivation for a longer period of time than financial incentives.

c. Telework options are a key component in attracting younger talent, yet some research indicates employees are motivated when they feel connected to one another, and experience the impact of their work (i.e. have contact with end-users), thus suggesting that if employees who work virtually feel isolated, they might actually become less motivated.

5. Which of the following statements are true:

a. Unethical behavior in organizations has been linked to the opportunity to earn financial rewards

b. Setting goals and tying rewards to achieving those goals can lead to cheating, or overstating performance

c. Differentiating superior performers with large cash bonuses can result in higher retention of top performers, and also in a decrease in overall organizational performance

d. Individual financial incentives can have a significantly positive impact on employee performance and productivity

6. As we’ve learned, creating alignment between a company’s total rewards structure and their organizational culture and strategy is a key success factor. However, even a well-aligned system will not motivate individual employees if they don’t value the rewards that are offered. For example, even if someone is a high achiever, if he or she does not derive satisfaction from public recognition, that employee might not perform well in a company where high achievers are regularly celebrated in public. This suggests employees will be highly motivated when they believe that high effort on their part will result in superior performance, and when they value the outcomes of that effort and performance will yield. Does this description illustrate the concepts of Expectancy Theory or Equity Theory?

7. In an effort to attract and retain high quality teachers, many school systems are raising their salaries. Research reported in the article, “The Secret of Effective Motivation” suggests that an attractive salary, bonus and benefits packages will be effective in this effort as long as the jobs are structured such that the internal motives associated with teaching aren’t displaced by the promise and potential of a lucrative compensation package. According to this finding, please explain the dilemma for TRS (total rewards specialists) at schools trying to attract, motivate and retain high quality teachers.

8. Which of the following are examples of internal motives for teaching?

  • the satisfaction of helping children learn
  • public recognition for achieving advanced certifications
  • developing inspiring curriculum
  • developing collaborative relationships with teachers
  • the satisfaction of helping children learn
  • public recognition for achieving advanced certifications
  • developing inspiring curriculum
  • developing collaborative relationships with teachers

9. The Army hopes that recruits will be motivated by the desire for military excellence and the commitment to serve one’s country. However, the Army also advertises other benefits such as “money for college,” “career training” or “seeing the world” to increase the number of recruits. Recruits who join because of these latter incentives are more likely to end up as less qualified soldiers. T or F

10. Risher (“It’s not that simple: Extrinsic vs. Intrinsic Rewards”) criticizes the research conducted by Pink and Kohn who both warn of the dangers of focusing on extrinsic rewards. The problem with some of this research is that it was conducted in laboratory settings. In contrast, real work situations include other variables not present in a lab situation, such as the impact of variables including company culture, relationship with supervisors, quality of communication, etc. However, which of the following statements are true about incentives:

a. Extrinsic incentives can increase intrinsic satisfaction when it reinforces a person’s sense of competence

b. Extrinsic incentives can motivate people to focus on short-term results and act unethically

c. Extrinsic incentives can de-motivate individuals to do quality work

d. Pink and Risher agree that financial incentives can be effective in certain work environments.

e. Rewards can undermine our intrinsic motivation to work on interesting, challenging tasks

11. When financial rewards are based on performance, the result is that managers and employees with the same jobs responsibilities can receive different levels of compensation. Numerous studies have shown that people judge the fairness of their pay not in absolute terms, but rather in terms of how it compares with the pay earned by peers. As a result, if the decisions are not well communicated or explained, pay differentiation can lead to frustration, jealousy, envy, disappointment and resentment. Which motivation theory does this describe?

  • Equity Theory
  • Expectancy Theory
  • Maslow’s Hierarchy of Needs
  • None of the above
  • Equity Theory
  • Expectancy Theory
  • Maslow’s Hierarchy of Needs
  • None of the above

12. According to Dan Pink, people whose work mostly requires cognitive effort are motivated more by the opportunity for autonomy, mastery and a sense of purpose than to earn financial rewards. However, what condition must be satisfied first regarding their pay level?

13. When employees are engaged at work, they know what is expected of them, and they take actions above and beyond those expectations to contribute to the success of the organization. Studies have found that companies with high levels of employee engagement correlate with many positive outcomes, including low turnover. Yet, the article, “When the Honeymoon is Over” notes that in many organizations, engagement levels decrease after 5-7 years. How is the reason for this decline related to the concept of procedural justice?

Part II –

Please use the concepts you’ve learned from the readings to provide answers to the following questions.

  • One way to sum up the readings is to recognize that creating an effective total rewards program in terms of motivating the right behaviors is complex. Please explain some of the research results regarding the impact of different types of rewards, such as intrinsic vs. extrinsic. Which, if any of these results surprised you?
  • How is engagement different from motivation? How should companies design total rewards packages in order to enhance engagement?
  • How do your suggestions tap into the ideas that underlie the questions in the Engagement Survey on the last page of the syllabus?
  • Research indicates that intrinsically focused rewards such as interacting with top management, leading challenging projects, speaking with managers about career advancement opportunities, and participating in skill enhancement activities are as motivating or more effective than extrinsic, financially based incentives. Yet, other research indicates that differentiating between low and high performers by tying rewards to performance is very effective for achievement-oriented star performers, and can actually build trust. While it seems that these two sets of results are contradictory, an organization can implement both forms of motivation by ensuring that the policies do not result in a large discrepancy in pay, are transparent, well communicated, and implemented fairly. How are these efforts related to perceptions of distributive justice and procedural justice?
  • One way to sum up the readings is to recognize that creating an effective total rewards program in terms of motivating the right behaviors is complex.Please explain some of the research results regarding the impact of different types of rewards, such as intrinsic vs. extrinsic.Which, if any of these results surprised you?
  • How is engagement different from motivation?How should companies design total rewards packages in order to enhance engagement?
  • How do your suggestions tap into the ideas that underlie the questions in the Engagement Survey on the last page of the syllabus?
  • Research indicates that intrinsically focused rewards such as interacting with top management, leading challenging projects, speaking with managers about career advancement opportunities, and participating in skill enhancement activities are as motivating or more effective than extrinsic, financially based incentives.Yet, other research indicates that differentiating between low and high performers by tying rewards to performance is very effective for achievement-oriented star performers, and can actually build trust.While it seems that these two sets of results are contradictory, an organization can implement both forms of motivation by ensuring that the policies do not result in a large discrepancy in pay, are transparent, well communicated, and implemented fairly.How are these efforts related to perceptions of distributive justice and procedural justice?

Assignment #3

The purpose of this assignment is to understand the relationship b/w motivation, engagement, satisfaction and total rewards.Please read the assigned articles and answer the 13 questions below and the short answer questions that follow.The first part of the homework is intended to help you prepare for the quiz due by 11:59 on 1/30, so don’t worry if you don’t know all the answers.We will be discussing these concepts in class.

Your grade on this assignment will be based more on your answers to the 4 short answer questions in Part II than on the number of correct multiple choice questions you provide.

Please submit your answers to Canvas AND bring a hard copy to class.

Part I

1. Identify the following rewards as either intrinsic or extrinsic:

2. The EVP at IBM for many years was that the employee provided labor and loyalty in exchange for security – a steady job and regular wages.However, in the 1990’s, under Louis Gerstner, that EVP changed.IBM failed to respond quickly enough to dramatic changes in their industry, and had to adapt their strategy accordingly in order to regain their lost market share and competitive position. So IBM eliminated lifetime employment and changed the compensation structure by awarding large bonuses of up to 30% of annual salary to reward productivity.Their new EVP matched their more entrepreneurial strategy and culture by providing a strong reputation, a clear vision of innovation, a learning environment, and career opportunities in exchange for employee willingness to continuously learn, upgrade skills, achieve goals, and relocate if necessary.

These changes illustrate the concept of alignment such that IBM’s total rewards function supports it’s strategic goals.True or False

3. Which of the following statements are true:

a. extrinsic outcomes such as monetary rewards can decrease an employee’s intrinsic interest in actually doing the work

b. Research studies indicate that when supervisors explain how employees’ efforts impact others, they are more motivated than when the conversation is limited only to their own career development.

c. Intrinsic rewards are always more effective than monetary-based rewards in motivating employees.

4.In creating compensation plans, compensation experts have to weigh the results of research studies that often provide contradicting conclusions. Which of the following are true?

a. High salaries can attract high performing employees, yet in motivating them to put forth superior effort, helping them focus on the meaning and impact of their work is key in enhancing the quality of their work and their financial success.

b. Many executives and managers believe that money is what really counts, and bonuses are the most influential motivator for top performers, yet research results suggest that other rewards such as opportunities for skill enhancement, making autonomous decisions, and believing in the purpose and meaning one’s job will sustain employees’ motivation for a longer period of time than financial incentives.

c. Telework options are a key component in attracting younger talent, yet some research indicates employees are motivated when they feel connected to one another, and experience the impact of their work (i.e. have contact with end-users), thus suggesting that if employees who work virtually feel isolated, they might actually become less motivated.

5. Which of the following statements are true:

a. Unethical behavior in organizations has been linked to the opportunity to earn financial rewards

b. Setting goals and tying rewards to achieving those goals can lead to cheating, or overstating performance

c. Differentiating superior performers with large cash bonuses can result in higher retention of top performers, and also in a decrease in overall organizational performance

d. Individual financial incentives can have a significantly positive impact on employee performance and productivity

6. As we’ve learned, creating alignment between a company’s total rewards structure and their organizational culture and strategy is a key success factor.However, even a well-aligned system will not motivate individual employees if they don’t value the rewards that are offered.For example, even if someone is a high achiever, if he or she does not derive satisfaction from public recognition, that employee might not perform well in a company where high achievers are regularly celebrated in public.This suggests employees will be highly motivated when they believe that high effort on their part will result in superior performance, and when they value the outcomes of that effort and performance will yield.Does this description illustrate the concepts of Expectancy Theory or Equity Theory?

7. In an effort to attract and retain high quality teachers, many school systems are raising their salaries.Research reported in the article, “The Secret of Effective Motivation” suggests that an attractive salary, bonus and benefits packages will be effective in this effort as long as the jobs are structured such that the internal motives associated with teaching aren’t displaced by the promise and potential of a lucrative compensation package. According to this finding, please explain the dilemma for TRS (total rewards specialists) at schools trying to attract, motivate and retain high quality teachers.

8. Which of the following are examples of internal motives for teaching?

9. The Army hopes that recruits will be motivated by the desire for military excellence and the commitment to serve one’s country.However, the Army also advertises other benefits such as“money for college,” “career training” or “seeing the world” to increase the number of recruits.Recruits who join because of these latter incentives are more likely to end up as less qualified soldiers. T or F

10. Risher (“It’s not that simple: Extrinsic vs. Intrinsic Rewards”) criticizes the research conducted by Pink and Kohn who both warn of the dangers of focusing on extrinsic rewards.The problem with some of this research is that it was conducted in laboratory settings.In contrast, real work situations include other variables not present in a lab situation, such as the impact of variables including company culture, relationship with supervisors, quality of communication, etc.However, which of the following statements are true about incentives:

a. Extrinsic incentives can increase intrinsic satisfaction when it reinforces a person’s sense of competence

b. Extrinsic incentives can motivate people to focus on short-term results and act unethically

c. Extrinsic incentives can de-motivate individuals to do quality work

d. Pink and Risher agree that financial incentives can be effective in certain work environments.

e. Rewards can undermine our intrinsic motivation to work on interesting, challenging tasks

11. When financial rewards are based on performance, the result is that managers and employees with the same jobs responsibilities can receive different levels of compensation. Numerous studies have shown that people judge the fairness of their pay not in absolute terms, but rather in terms of how it compares with the pay earned by peers. As a result, if the decisions are not well communicated or explained, pay differentiation can lead to frustration, jealousy, envy, disappointment and resentment.Which motivation theory does this describe?

12. According to Dan Pink, people whose work mostly requires cognitive effort are motivated more by the opportunity for autonomy, mastery and a sense of purpose than to earn financial rewards.However, what condition must be satisfied first regarding their pay level?

13.When employees are engaged at work, they know what is expected of them, and they take actions above and beyond those expectations to contribute to the success of the organization.Studies have found that companies with high levels of employee engagement correlate with many positive outcomes, including low turnover.Yet, the article, “When the Honeymoon is Over” notes that in many organizations, engagement levels decrease after 5-7 years. How is the reason for this decline related to the concept of procedural justice?

Part II –

Please use the concepts you’ve learned from the readings to provide answers to the following questions.

  • One way to sum up the readings is to recognize that creating an effective total rewards program in terms of motivating the right behaviors is complex.Please explain some of the research results regarding the impact of different types of rewards, such as intrinsic vs. extrinsic.Which, if any of these results surprised you?
  • How is engagement different from motivation?How should companies design total rewards packages in order to enhance engagement?
  • How do your suggestions tap into the ideas that underlie the questions in the Engagement Survey on the last page of the syllabus?
  • Research indicates that intrinsically focused rewards such as interacting with top management, leading challenging projects, speaking with managers about career advancement opportunities, and participating in skill enhancement activities are as motivating or more effective than extrinsic, financially based incentives.Yet, other research indicates that differentiating between low and high performers by tying rewards to performance is very effective for achievement-oriented star performers, and can actually build trust.While it seems that these two sets of results are contradictory, an organization can implement both forms of motivation by ensuring that the policies do not result in a large discrepancy in pay, are transparent, well communicated, and implemented fairly.How are these efforts related to perceptions of distributive justice and procedural justice?

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