3.5. Leadership
Too often, managers will have the tendency to be technical, well organized, clear and succinct. While this approach is indubitably important, it should also be recognized that people do not only need to be managed, but they also need to be led. The transformational leadership style is gaining in popularity due to its focus on empowering employees and directing them in the sense of positive and beneficial change (Changing Minds).
(1) Measurement of the element -- questionnaires and interviews, performance assessments
(2) Source of element measurements -- organizational documents, employees and managers
(3) Ability of the element to stimulate motivation and performance -- through motivation and stimulation of involvement
3.6. Future of the employee
Employees will increase their loyalty to the firm when they feel that their future is secured by the entity. Two examples of how this could be achieved include training programs -- previously mentioned -- and retirement plans. Both show the employee that the employer invests in their future.
(1) Measurement of the element -- company documents and statistics, employee satisfaction levels
(2) Source of element measurements -- company records, employees
(3) Ability of the element to stimulate motivation and performance -- through the insurance of future stability for the employee
3.7. Talent management and promotions
Promotions represent one particular non-financial incentive and it can stimulate employee loyalty through the recognition of the employee's worth and efforts. Talent management is a particular dimension of training in the meaning that special emphasis is placed on employees with special skills. In times of economic crises, managers are presented with an increased opportunity of hiring the specialists which were otherwise unavailable (Talent Management). As such, contrary to traditional belief, human resource investments should not be ceased during times of economic recession, but readjusted to new features.
(1) Measurement of the element -- promotions, employee discussions
(2) Source of element measurements -- company records, employees
(3) Ability of the element to stimulate motivation and performance -- through the recognition of the employee's merits.
3.8. Other non-financial incentives
While it can rarely be argued that financial incentives do not apply to all staff members, the same can however be said about the non-financial incentives. In a society which forwards uniqueness and individuality, organizational staff members are presented with incremental possibilities of requesting that certain benefits be offered to them. In other words, managers cannot expect to implement a certain type of non-financial incentive and use it to satisfy the entire employee community. Some individuals are motivated by the recognition of their efforts, while others are motivated by the ability to best balance professional...
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