Rewarding Behaviour

Rewarding Behaviour – A Tool to Promote Effective Business

As an integral part of organisational success, reward systems have been used since commerce barons began to apply them as a way of motivating employees and encouraging participation in goals.

Reward structures seem to have come a long way since the days of pinbacks and snippets of amusement to reward good deeds.In addition, they now include more sophisticated measures, such as the use of social media and business software to quantify the performance of employees. Each of these efforts demonstrates that the knowledge that individuals possess in the motivating process can be effectively and accurately measured, providing a powerful tool for the business side of the sheer perceived value of a positive employee contribution. Rewarding Behaviour

Rewards can be categorized as either corporate, personal, or personal. Corporate rewards focus on past and current performance and achievement for the purpose of appreciating exceptional performance or contribution. Personal rewards focus on well being-the well-being of the employee’s family, his or her health, social and personal socialization. Personal rewards are often tied to profit or financial reward for the contribution of the employee, through brokerage of shares in the company (or other non-monetary means).

Rewards and emblems are sometimes associated with business, business revenue, company growth, market value, flower or candy makers. However, in most cases incentives are intended to promote a particular employee’s behaviour. This behavior may be useful. For example, a person who exhibits a high level of professionalism might follow the more reputable of the two farmers in grade two who are closing in on a major contract. Likewise, rewards for improved performance are often designed to motivate people towards a particular behaviour. For example, if the sales group is yet to meet its goals, rewards for its members may include including the more significant rewards and then some for the leader, since that leader might be the responsible party responsible for some improved performance. Likewise, rewards for technical development, as for example, improving staff morale can be made effective when implemented in conjunction with any reward scheme (e.g. recognition consultant and management consultant are on stable salaries and improved sales build morale or innovation in the workplace. Rewarding Behaviour

It is also interesting to note that rewards are not meant to be uniquely business-relevant. Rewards are not necessarily designed with the company’s processes, goals or employees in mind. Rewards, therefore, are not terribly relevant to the food sector, where Opening Day is the most valuable factor and money is key. But there are ways of bringing rewards into a relevant context, while still being designed to encourage exceptional and creative behaviours. There are different ways that rewards can be brought into a context, resulting in a recognisable quality. In this case, the careful use of the information that exists in the business climate, goals, processes, and target audience will present rewards that support exceptional strategies. Rewarding Behaviour

Rewards, then, are not primarily meant to be used to promote an organisation’s goals directly. Rewards are not measures of performance in company terms, by individual performers, but rather intended to illuminate an individuals impact on a project as a whole. The rewards, therefore, provide individual employees with a sense of added value, ownership, and satisfaction. Rewards can include recognition, prizes, incentives, rewards, recognition, and/or admiration (Source – Deloitte). By ensuring that the importance of these different elements are applied to the right individual, the long-term result in a positive corporate or personal impact per individuals contributions is guaranteed.

Rewards can be viewed as having a long-term impact from the original intended meaning and selection of the reward itself. It is these meaning or interpretation that are reflective of the perspective of the tape and the intended use (i.e. are we performing to result or are we performing out of sheer Society KPI?). And the longer the concept of the reward exists, the longer the audience remains loyal to it. For example, employees who populate a certain city may go to the same schools, have identical mothers, or one mother may work a Outdoor Summer League. A reward that provides the individual added significance as an employee, i.e. the award,, may provide the lasting effects in an individual’s decision-making and radically affect their decision-making of the performance of their ongoing professional life.