Pay and Job Performance Essay -- Business Management Studies:

Critically evaluate this statement Managers who deposit only on succumb to motivate their employees to higher levels of job performance willing always be disappointed n the results.Pay is hotshot thing that ca expenditures many discrepancies within the workenvironment. Most employees continue to resolve and further themselves inwork usually with the hope of better pay fringe benefits i.e. companycars, pensions and so on. There are however, those who show passing move behaviour where economic rewards are low.1 This citationagrees with the above statement, however, throughout this essay I willsum up where pay hindquarters be seen as a good incentive and where extrinsicbenefits fail. national theorists such as Maslow and Herzberg look at needs and whatgives people the sweat to work. A similar theme arises in thedifferent theories which on type value seem opposing they all look atones lust to work in order to satisfy their needs.To start, Maslow believed in that location is a hierarchy as to what makes peoplework. The first being for survival. People need canonic requirementssuch as food, water and shelter. Those in this group are nonnecessarily poorly motivated but are purely on the job(p) to satisfy needs.The second level of five is for impregnablety reasons i.e. a safe workenvironment job security. Thirdly Maslow believed some are motivatedby the need for social interaction, friendship with fellow colleagues.This is inclusive of a sense of belonging. Further up the hierarchyis the need for status. When an employee is made to odour important andneeded in a job this will motivate them to do well. Lastly is personalambition called self-actualisation. This is a level of exhaustsatisfaction.For Maslow, pay is the lowest in all of the motivators. He believesyou move up the scale towards self-motivation. However, his system hasbeen met by much criticism. It can be seen as patronising and elitistin terms of the values it expresses.2 People can ext end to completeself-motivation from activities they do outside of work i.e.childcare, for these employees they can have reached a higher orderbefore satisfying the lower ones. It is also very much impossible togeneralise everyones strengths and weaknesses as each person is anindividual. The theory is also often contradicted by research such asthe claim by Hall and Nougain. (1968)3 In reality... ...r hard work showed in their performance.In conclusion, the essay has shown circumstances where pay works as amotivator and where it fails. The overwhelming feeling is that pay isfine as a misfortunate term motivator but when it is used continually workerscan make reliant and it can put pressure on employee relations aswell as encouraging them to work purely for economic reward. Managerswill not always be disappointed with results as explained but thereare other ways to motivate which have shown to produce continuallygood results such as job enrichment and making employees feel asthoug h they genuinely matter. In my opinion, managers who use payincentives can carry through good results but from reading the articles asevidence my advice would be to use them sparingly.1 Organisational doings compiled by A. Beauregard page 2012 Organisational Behaviour compiled by A. Beauregard page 2043 This break down examined the changes in needs of a group of people. OB A. Beauregard page 2054 Organisational Behaviour compiled by A. Beauregard page 2055 Organisational Behaviour compiled by A. Beauregard page 2066 Harvard Business check out