Rewards and Motivation Among Employees Annotated Bibliography

Introduction

In the current business environment, organizations are sensitive to the level of contribution they offer to employees. They try to strike a balance between a worker's contribution to the firm and what the company offers to the employee. Rewarding employees is one of the ways to maintain the balance. Employees or staffs work with the aim of getting a salary or pursuing their passion when they do jobs that please them in their daily lives. Therefore, once they are promised to get rewards for any good job done, they go out of their way to deliver and give the best in their work. Rewards motivate employees to invest their time and effort at work and in undertaking their roles as long as they are in a satisfying work environment. Organizations ought to let their workers understand high levels of hard work will be rewarded accordingly. Once employees work relentlessly to get a reward, productivity increases and a firm or business makes more profit than the amount of money incurred in the reward. Research has confirmed that staffs who are highly rewarded are more assertive, have high self-esteem and gladly undertake new tasks in their place of work. Therefore, it is evident that rewards motivate employees to work harder.

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Rewards unite employees and help them to work as a team since they are aware that their employer or firm is concerned about their welfare. For that reason, they respect their colleagues and support one another to achieve a particular target. Some researchers claim that United team of employees can communicate freely creating a platform to share new and virtuous ideas put extra determination in the concern of the organization's victory. Workers who are sufficiently rewarded view the organization's goals as their own and therefore, they personalize the firm's operation.

Secondly, thoroughly rewarded employees are encouraged to remain in their place of work hence high employee retention. Besides, employees who contemplate leaving the organization may consider remaining if they are rewarded. A firm with high employee retention incurs little or no cost in training new workers, and as a result, they spend less and earn more. Anderson and Bornstein-Forst claim that motivation through rewards can retain and engage employees in their job (Anderson, & Bornstein-Forst, 2012). Additionally, rewards create a sense of self-motivation among employees. They inspire employees a longer way compared to encouragement from top management that is usually given from time to time for them to perform better. According to Bateman and Snell, the management should mold rewards to meet an employee's need (Bateman, & Snell, 2012). For example, employees who love traveling may be given opportunities to represent the organization in international forums or conferences. Also, those with children may be given enough days off to spend time with the family.

(U, S. T. M. S. P. B. (2017). Federal Employee Engagement: The Motivating Potential of Job Characteristics and Rewards. Washington, D.C: United States Government Printing Office.

The Federal Employee Engagement is a journal that was published in 2017 and whose target audience was employers, particularly in the United States. The journal mainly discusses the motivation and rewards among federal employees hence its relevance to the argument that rewards motivate employees to work harder. The journal claims that the work environment can design motivation since approximately 71% of the federal employees claim that they are motivated in their jobs. Research claims that most federal employees are not only motivated by monetary rewards but also by non-monetary rewards such as job security, interest in their job as well as individual satisfaction. The employees regarded non-monetary rewards as more essential than monetary rewards. Besides, workers who were aware of the relationship between rewards and motivation worked harder than those who were unaware. Lastly, the journal recommends that employees should be given an opportunity to rotate from one duty or task to another to increase their skills and knowledge.

Bateman, T. S., & Snell, S. (2012). M: Management. New York, NY: McGraw-Hill Companies.

'M: Management' is a textbook with high integrity content particularly on issues related to management and marketing. From the customer reviews, it is evident that more than 45% of the people who used were delighted and would consider reusing it. The book discusses management in various levels in an organization, and since employee reward and motivation is one of the management's decisions, the book is, therefore, relevant to our issue. It is the responsibility of the organization's management to establish the terms and conditions on how to reward their employees. From this book, it is evident that rewards that incorporate the needs of employees are a sign of decent management in a company. Therefore, the management ought to be on the lookout on how to reward employees for achieving better results and productivity.

Anderson, G. A., & Bornstein-Forst, S. (2012). Moti-Faction: Retaining and Engaging Employees Using Motivation Profile Based Rewards. PsycEXTRA Dataset. doi:10.1037/e568892012-011

PsycEXTRA Dataset is a journal that was published in 2012 with the aim of informing employers how they would retain and encourage their employees at work. The journal is quite relevant to our claim that rewards motivate employees to work harder since it discusses ways of retaining and engaging employees using motivation based rewards. From the journal, it is evident that some companies and businesses are struggling to offer their employees sufficient wages and bonuses. Therefore, most such organizations have adopted rewards as a way of retaining employees. Besides, it is evident that understanding your employees and identifying what makes them happy allows the organization to establish the appropriate rewards for their employees. As a result, the employees work harder and increase productivity since they are sure the organization is conscious of their welfare.

Sims, D. E., Oppler, E. S., & Holmes, R. (2012). Engaging and Retaining Government Employees: Is Telecommuting the Answer? PsycEXTRA Dataset. doi:10.1037/e518332013-466

'Engaging and Retaining Government Employees: Is Telecommuting the Answer?' is an article that was published in 2012 with employers as the target audience. The article discusses how some employers have suffered various losses after particular employees decide to leave the company hence its relevance to our argument. In some companies particularly those in the small-scale businesses, the resignation of a valuable employee may reduce the firm's productivity with a notable margin. Besides, they are forced to incur an extra cost to train a new employee hence the great disadvantage. Governments are facing similar challenges where most of their workers are opting to shift to private companies where they are rewarded accordingly. Also, with the current telecommuting trend, most employees prefer to work from home especially when doing part-time jobs. Researches show that employees working from home are more productive than those in the office. Therefore, employers can incorporate the trend as a reward where they encourage their employees to work from home to save on commuter costs and other related expenses.

Ng, Suk May, Abdul Bandar, NurFatihah, Hutasuhut, Ida Juliana, &Yahya, Fatahah. (2014). The relationship between organizational culture and work motivation among employees in the hotel industry in Kuching, Sarawak.

The source is an archival material that was published in 2014 after a thorough study was conducted on employees in the hotel industry. The source is relevant to our study since it focuses on the relationship between work motivation and organization culture. From the research, it was evident that there is a substantial relationship between employee motivation, the reward system, and organization culture. Therefore, rewards have a direct impact on employee performance. One of the ways to motivate employees is to reward them, and as a result, they work harder and raise productivity. For that reason, the reward system should be part of the organization culture.

Aselage, J. (2006). Incremental effects of reward on intrinsic interest and creativity: The role of performance pressure.

'Incremental effects of reward on intrinsic interest and creativity' is an internet source that was published in 2006 and it discusses the association between performance and reward. For that reason, it is significant to our argument, and its target audience is the employer. The study claims that performance and rewards contribute to fundamental work interest among employees. Workers in diverse occupations need self-determination which can is often achieved through rewards. Employees work harder if they are proficiently rewarded just like most students perform better in school to scoop particular rewards since motivations are used to surge greater performance. Motivation through rewards allows employees to research new ideas and innovations, to apply various skills as well as utilizing advanced abilities to achieve the desired goal of the organization.

Hejase, H. (2018). Review of "Assessment of the Relationship between Managers' Emotional Intelligence and Employees' Motivation." Publons reviews and discussion. doi:10.14322/publons.r2547896

The Irish journal was published in 2018, and it contributes to our argument through its claim that motivation contributes to emotional intelligence which in turn helps in stabilizing one's career. Emotional intelligence is an aspect that most employees working in public service lack hence poor productivity. From the study, it is evident that emotional intelligence is closely related to job satisfaction. Emotionally intelligent employees are satisfied with their jobs and perform well compared to those that are emotionally unintelligent. Usually, burnout is known for causing emotional unintelligence and for that reason, employees should be rewarded such as getting some time off to relax. Therefore, rewards can lead to emotional intelligence which in turn contributes to job satisfaction.

Total Rewards: EverythingThat Employees Value in the Employment Relationship. (2015). WorldatWork Handbook of Compensation, Benefits & Total Rewards, 1-13. doi:10.1002/9781119196600.ch1

'The WorldatWork Handbook of Compensation, Benefits & Total Rewards' is a journal published in 2015 and discusses total rewards; the monetary and non-monetary benefits workers get for devoting their efforts and time in an organization. For that reason, it is relevant to our argument on the impact of rewards on employees. Research claims that most companies base compensation on performance. Employees with high-level performance get high compensation benefits than the low-level performers. Similarly, those that are rewarded for their good performance increase productivity. Hence, rewards impact positively on employee performance.

Weaver, J. (2009). Rewarded Employees Work Harder. PsycEXTRA Dataset. doi:10.1037/e686502011-001

The journal by Weaver was published in 2009 and discusses the impact of rewards on employees. Research claims that rewarded employees work harder and as a result, they are recognized with high performance. Some of the ways to motivate employees are to link a certain amount of their salary to a particular target where only those employees that meet the target will get the amount. That way, employees put extra effort into their work to get the amount.

De, L. L. I., & the University of La Verne. (2010). An intergenerational study of intrinsic and extrinsic motivators, as perceived by human resource professionals. (Dissertation Abstracts International, 71-12.)...