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Reward & Recognition Reward & Recognition Objective To provide you with tools and enhance your skills so that you can implement an informal reward and recognition program that will be meaningful to your employees and will also meet the needs of the organization. Reward & Recognition Maslow’s Hierarchy of Needs Self-Actualization Esteem Needs Social Needs Security Needs Physiological Needs Reward & Recognition Goals of a Reward/Recognition Program 1. To advance the goals, values and mission of the organization (employer benefit); 2. To recognize and reward employees for their performance, behaviour, outcomes (employee benefit) Reward & Recognition Benefits • More productive employees; • More satisfied employees; • More loyal employees Reward & Recognition Be Careful: You get what you reward What They Say What They Reward “We value quality” Saving costs “We are a learning Doing things the old way organization” “We value diversity” Conforming Staying late, working long “We value our employees” hours Keeping customer contact “We value customer service” brief Reward & Recognition Motivation - a person’s need or desire that causes them to act. Reward & Recognition Extrinsic Motivation - comes from outside the person Reward & Recognition Intrinsic Motivation - comes from within the person and is based on an employee's personal needs and expectations Reward & Recognition Motivation • Achievement • Affiliation • Power and Control Reward & Recognition Elements of Recognition • Praise • Thank you • Opportunity • Respect Reward & Recognition Feedback is … Most Useful When … Least Useful When … Focused on personality, Based on first hand observed perceived attitudes, hearsay behaviours. or speculation. Focused on a person’s Focused only on strengths, encouraging and weaknesses, is judgmental, supportive. disrespectful or insensitive. Vague, focused on “global” Direct and specific with events with generalized concrete examples. comments. Insulting or demeaning and Considerate yet honest. used to protect feelings. Reward & Recognition Feedback is (con’t) … Most Useful When … Least Useful When … It sets out unrealistic Focused on behaviour that expectations or focuses on can be changed. behaviour the employee has no control over. No value to the employee. If It has value to the employee. it won’t add value, don’t give it. Priorities are set and Feedback is provided on feedback focuses on what everything at one time. behaviour is most important. It sets the ground rules in Based on arbitrary, subjective advance. standards. Reward & Recognition Feedback is (con’t) … Most Useful When … Least Useful When … Immediate. Delayed. Given privately. Given in front of others. Thoughtful. Impulsive. Asks questions and allows an Makes statements and “tells” employee to draw his/her an employee how it should be own conclusions. done.
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