).
However, when an employee sees that his or her employer is stepping up and trying to do something that the employee wants or needs, instead of just what is good for the company and not the employees, motivation can result. People need to feel that they matter to their employer. Few people are content with only receiving monetary compensation for the work that they do for their boss. They are all individuals and they have a desire to be recognized. They have goals that do not match up with the goals of the organization for which they work, but they may also have goals which are similar in nature to those of the company by which they are employed. Has anyone asked them what they really want to do with their lives and how the company can help facilitate those dreams? Companies that are concerned about the health and well-being of their employees can help themselves and the employees by searching for common ground within job descriptions and allowing their employees the freedom to grow and develop. The more an employee can do, the more benefit he or she will be to the company.
Trends and Pay-For-Performance
One trend that is being seen more and more commonly to motivate employees and get them working toward the same goals as the company is pay-for-performance. The idea of paying for performance instead of providing a steady salary is not new, and has been around for many years. However, it has become more common recently because the idea of being able to set how much money is made is a big motivator. Employees are able to help the company move toward its goals, because they foster those goals when they are pursuing their own raise in income. By becoming interested in how much extra they can make (or other perks that are offered for performance) the employee inadvertently helps the company to advance its goals and desire, because the employee is bringing in much more business. That is a winning situation for everyone involved, and that winning situation will show in the bottom line when performance management programs are used to determine where the company has been in the past and where it may be going in the future.
When a company is setting up performance management, that company should be aware that money is far from the only important factor to employees. Things like vacation days, praise, promotions, discounts, office parties, business vehicles, insurance, and simple recognition are just some ways in which employees can be compensated for their hard work. Some employers offer child-care, extra vacation or sick days, repayment for tuition, and other incentives to encourage their employees to do more and go further, because that ultimately helps the bottom line of the business. Employees can be highly motivated by these types of things if the motivators are used correctly (Leonard, Beauvis, & Scholl, 1999).
For employees who truly are deeply motivated by how much they are being paid, pay-for-performance compensation appears to be the way to go for businesses that want to reward employees and get them working hard for the company. When an employee is offered this type of deal, though, he or she may be "contingent" in that, if he or she does not sell enough there will be no continued offer of employment. While that can motivate many people, it can also deeply concern some of them to the point that they do not want to continue working for the company. They may be so fearful of failure or of losing their job that they end up struggling -- and ultimately losing their job because of it, which is the very thing that they feared.
Making money on the pay-for-performance plan really is unlimited, but the key is still in the actual motivator. Each employee has goals and dreams -- some of which coincide with the work of the company and some of which do not -- that the employee hopes to someday accomplish. If the company can offer nothing to help that employee realize those goals and dreams, all of the money that can be made may not be enough. Not all goals and dreams require a large amount of cash. When an employer realizes that, he or she has taken the first step toward working with employees to form a cohesive unit where everyone is working toward something of value for the company and for themselves (Leonard, et al., 1999).
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