Discussion Board Forum

DISCUSSION BOARD FORUM 1

DiscussionBoard Forum

Motivationwithin an organization is a set of structured energetic forces thatare from within and without a person`s system to initiate the kind ofrelated behavior that determines his or efforts, intensity,direction, and duration in the workplace. Motivation comes indifferent packages, for example, merit pay or structured incentives.Motivation, according to Gomez-Mejia et al. (2016), is anindividual`s internal disposition that is concerned with andapproaches positive incentives, while avoiding negative incentives.It is, therefore, important that organizations understand structuresand systems that encourage productivity and performances.

To begin with,merit pay refers to performance-related payment in an organization.There are structures and systems that organizations can follow toensure fairness in administering merit pay and other incentives toits employees. For example, organizations should ensure fairness bydesigning systems that give incentives and merit pay based on shortand long-term performances. IRMA (2012) noted that merit pay seeks toreward competency, years of working, and individual needs.

For fairness sake, the organization should first weigh in short andlong-term performances of employees, employee retention, specialneeds recognition, financial and non-financial achievement ofobjectives, and creating value for the shareholders. For short-termperformances, employers should be given reasonable incentives and forlong-term performances, workers should be paid higher incentives.However, International Management Review (2014) cautions that meritpay is critical to success, employees should also receive merit paybased on their competence and expected performance. Additionally,well-structured system and compensation plan send signals of fairnessto employees about corporate objectives.

According to Gomez-Mejia et al. (2016), meritocratic pay systems,whereby superior employee performers are presumed to receive higherincentives and merit pays than mediocre employees, are standardizedin well-managed organizations. Merit pay and other incentives aretargeted at increasing workers motivation and efforts that boost topemployees` retention. There are different types of data one wouldcollect to ensure pay-for-performances system does not favor anyparticular group.

The first kind of data to collect is about gender disparities withinthe organization. For the avoidance of biases, it is important not togender balance based on performances and not necessarily on gender.According to Gomez-Mejia et al. (2016), managers in diremeritocracies may paradoxically and less likely award merit pay thanothers fairly and thus award based on their biases. As a result ofthis, these managers consistently pay women small amounts ofincentives and merit pay, which in turn leads to paying disparities.

Secondly, the type of data collected would be about the number ofworkers, both working on a short and long-term basis, managementshift in the organization, and level of performances from theworkers. These types of data, according to Adler (2013), areessential for purposes of avoiding biases during payment. In the caseof management shift, it is important to note that the out-goingmanager and the incoming manager exchange worker-performance data.Transfer of data about worker performance pay is essentialconsidering an incoming manager may lack adequate information about aworker and thus become biased during payment of incentives.

Linking meritpay to objective criteria, which are important to the organization,for example, profitability, quality control measures, and lowturnover would hurt the process of administering pay. First, thereare limitations whereby linking pay objective criteria would elicitperformance following a pay. According to IRMA (2012), there arereasons why linking pay to objectives criteria hurt administeringpay. For example, quality control measures are not taken seriously,especially bigger pay packages, are negotiated and executed by themanagement from outside the organization. More often than not,quality control measures and profitability are bargained outside theorganization, which in turn is influenced by poor performances fromthe inside, which in turn negatively influence the process ofadministering pay.

A lot of pay packages are influenced based on what other people insimilar jobs, respective of performance, are given incentives. Here,IRMA (2012) noted that it creates a natural disconnection betweenadministering pay and performances. Administering pay would interferebecause the current pay would not reflect expected performance. Also,monetary rewards will lose effectiveness in the long run when linkingis done. Gomez-Mejia et al. (2016) noted that objective criteria aremore likely affect the process of administering pay negativelybecause they are not clearly defined and easily obtained by theworker. Desired outcomes would again have to be from within theworker`s span of control, which provides a chance to improve on setobjectives.

Employers Institute wellness policies in the workplace targetedtowards the employees to practice healthy lifestyles with the beliefthat such programs or policies will reduce medical costs, improveemployee health, raise retention rates, and increase productivity.Employers are implementing these policies for sole purposes ofincreasing productivity and reducing costs, according toInternational Management Review (2014). In recent times, policiesthat are implemented by the employers towards the success ofworkplace programs towards exercising healthy lifestyles becomepopular.

For such a wellness program in the workplace, the bottom is thatimplementation of these policies are that the employers are awarethat healthy employees tend to be more productive and happier. Thesepolicies encourage programs that range from simple activities such asoffering crucial health information to the workers to offeringsubsidies on healthy lunches, company gym, and fitness education.Employers in all organizations, according to Gagne &amp Deci (2005),are considered valuable assets.

Here, employers view these policies as beneficial. They implementthese policies since they offer the company with advantages throughinvesting in a wellness program that will lower costs and expenses,more often in the form of motivated and better-performing employees.Again, by implementing these policies, employers are aware thathealthy employees reduce instances of absenteeism, which in turnincreases working hours and productivity (Adler, 2013). Additionally,these policies increase job satisfaction and at the same time raiseretention rates.

In conclusion, motivation in an organization breeds merit pay andtransfer of incentives to employees. Motivation comes along invarious packages, which also prompts organizations to be aware ofstructures and systems in place. These structures and pay systemsencourage performances level and high productivity. The paper alsolooked at linking pay objective criteria and how it negativelyaffects the process of administering pay to deserving workers.Additionally, the paper identified reasons behind the employers`preference for implement policies for encouraging healthierlifestyles within the organization. These reasons include reducinghealth costs and expenses, reducing employee absenteeism, andincreasing productivity. These policies also encourage employeemotivation to execute the company`s goals and objectives. Themotivation was also seen as part of the organization`s growth whilebuilding a camaraderie sense between the employers and the employees.

References

Adler, J. (2013). Examining contributions to a corporate microblog asa basis for an employee incentive system. Journal of Economics andManagement strategy. Hamburg: Anchor Academic Pub.https://books.google.co.ke/books/about/Examining_Contributions_to_a_Corporate_M.html?id=Yc4rslM4ZK8C&ampredir_esc=y

Gagne, M. &amp Deci, E. (2005) Self-determination theory and workmotivation. Journal of Organizational Behavior. Retrieved fromhttp://onlinelibrary.wiley.com/doi/10.1002/job.322/abstract

Gomez-Mejia, L. R., Balkin, D. B., &amp Cardy, R. L. (2016).Managing human resources (8th ed.). Upper Saddle River, NJ: PearsonEducation.

International Management Review (2014). Journalof International Management.Marietta, Ga: American Scholars Press.http://scholarspress.us/journals/IMR/pdf/IMR-2-2015/IMR-v11n2art2.pdf

Information Resources Management Association(2012). Making the Best of the Best:Strategies for Effective Retention.International Journal of KnowledgeManagement. Hershey, Pa: Idea GroupPubhttp://www.irma-international.org/viewtitle/41304/