Organizational Behavior and People Management
Motivating long-term company employees
Competitive remuneration cannot be used in isolation to motivate employees of a company that is focusing on its long time future. Money, an extrinsic motivation, is believed to extinguish intrinsic motivation like achievement motivation. However, money can be used as an indicator of success for various motives. To make long time company employees develop interest in the company's long-term future, some elements of innovation have to be integrated. As the CEO of the company I would initiate college scholarship schemes for veteran employees who may be having interest in furthering their education to be at par with the company's technological advances. College scholarship programs can also be extended to these employees' grandchildren because many grandparents still help with college bills. Long-term employees can also be given the first choice in vacation and shift-schedule request (Sixel, 2011).
I would also provide special parking places for employees with seniority and increase the amount of company-paid health insurance subsidies based on years of service. I would also provide gift cards for veteran employees who do their jobs extremely well. However, all these will be targeted to each specific employee like for example veteran employees who have readership culture would be bought gift cards for bookstores. Those in travel would be bought gift cards from a hotel chain. By doing this I would be recognizing their service and thanking them for what they have done. As a matter of fact, I would initiate incentive programs to deter my long-term employees from walking out of the door (Sixel, 2011). By doing this I would ensure that the skills and the long-term relationship that they had established with the company clients don't just disappear. Long serving employees eying retirement can also be...
Organization Behavior Strategic Management of Human Resources Human resource is considered as the most precious asset for business organizations. The financial performance and growth in the industry heavily depends upon the way an organization's employees perform at the workplace (Edwards 2003). A dedicated and committed workforce contributes towards a high level of operational excellence and market competitiveness. Therefore, it should be among the top priorities for an organization to manage its human
Organization Behavior "Performance Management" and "People Performance" Performance Management and People "Performance Management" and "People Performance" Management SUMMARY The purpose of this paper is to discuss and critically evaluate the Performance Management model by Michael Armstrong and People Performance model by John Purcell. The paper starts with an ample introduction and significance of the employee performance management practices and proceeds by discussing the various concepts and strategies which are incorporated by business organizations all over
Organization Behavior Strategic Management of Human Resources This paper acquaints the reader with the Human Resource Management at the largest fast food brand in the World -- McDonald's. It describes the core HRM practices which are currently in use at the company and discusses them in the light of modern International HR Management practices. The paper also contains recommendations on how McDonald's can improve its HR practices. MCDONALDS: INTRODUCTION McDonald's is the World's largest
Yet, they do exist and can once again be said that the eight stage process has its roots in the theories enounced by John M. Ivancevich, Robert Konopaske and Michael T. Matteson. Throughout the book for instance, the three authors discuss organizational behavior aspects such as communications or conflict, which could easily interfere with the change process. To take one step forward however, the editing team also argues that
People and Talent Management Concepts of People Management and Talent Management. People management and talent management go hand in hand. While people management is about hiring, retaining and managing all employees in an organization, talent management refers to the subgroup of attracting and retaining talented and highly skilled workers for the future needs of the organization. Armstrong (2006, p.3) has defined people management as, "a strategic and coherent approach to the management
Managers of small teams who regularly rely on this technique are focused on the long-term effects of this strategy, looking to unify autonomy, mastery and purpose into a solid foundation for long-term motivation and long-term learning (Klein, Ziegert, Knight, Xiao, 2006). This triad of factors is crucial for team members to have a strong sense of purpose and stay motivated over the long-term, while also seeing value in staying
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