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Human Resource Management

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Early Motivational Theory

As a matter of fact, the motivation of employees begins with setting up of certain goals, which are going to be achieved by the company for a certain period. In this scenario, it requires the involvement of all employees in the company. After setting the goals, information is communicated to each and every employee in the firm. In order to ensure that the employees fully understand the set goals, they require being involved in the setting up of those goals. Then the organisation designs a reward program.

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Assessment of How an Organization Motivates and Rewards its Employees

For the company to yield improved productivity, it should identify the set goals and performance behaviours that would contribute to the success of the motivational program. Once the implementation process of reaching goals begins, employees are given the necessary support, such as coaching to improve their performance (Deeprose, 2006). Regular memos and meetings are ensured to strengthen communication between employees and management. After expiry of the set period of reaching goals, performance measurement is conducted in all the departments. The employees who have attained the set targets get their rewards. The rewards include bonuses, variable pay, recognition programs, and profit sharing among others.

The Process of Job Evaluation and Other Factors Determining Pay

Job evaluation process involves two steps. First is job description and job analysis. In this case, key content of each job gets analyzed in order to identify chief qualifications, responsibilities and duties necessary to do the work. For purposes of containing information, those job descriptions are written down. The second process involves job evaluation. A computer aided job evaluation schedule, measuring 28 proportions of let off work and 17 proportions of non-exempt job, is employed to assess the relative worth of staff positions. On the other hand, some factors determine the pay for employees. First, new hires starting salaries are usually placed in the initial quartile of salary scope. However, it might be risen up to midpoint to fulfil unique recruiting requirements.

Secondly, salary increase in the scope takes place over time, which is grounded on the budgets salary and worker performance. Third, pay usually changes due to yearly merit increase, promotion, and addition of professional qualifications among others. One example of an organization using job evaluation is a university institution. The factors that they consider while determining pay for different levels of their employees are level of education, experience, employee performance and salary budget among others.

Effectiveness of Different Reward Systems in an Organization Based On Different Contexts

Different reward systems are effective in an organization in several ways. First, when some rewards, such as bonuses, are promised to employees on attainment of certain goals, they get motivated in their work thus improving production. Secondly, when, for example, a junior manager is promised a promotion after achieving certain target, she or he motivates her or his employees in her or his department wisely in order to attain that target. Last but not least, an organization can decide to offer salary increases for those who add their professional skills in order to stimulate skill development. Overall, the rewards produce cost efficiencies in an organization as a result of improved production.

Performance Monitoring Methods used by an Organization

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Actually, five methods exist for monitoring employee performance in an organization. The first method is watching with ones eye how the employees are working. Second is demanding a clear explanation of what an employee has done for a certain period (Bruce, 2010). Third is to oblige employees to make use of self-monitoring tools in order to track their actions more easily. Fourth is reviewing the ongoing work frequently (Bruce, 2010). The last one is hearsay. Improvements that can be made on those methods include the first, when relying on hearsay, credible evidence require to be gathered. Secondly is listening attentively to the answers being given by the employers when asked.

Description of Different Scenarios and Reasons for Cessation of Employment

Within an Organization

The first reason for cessation of employment is insufficient job performance. In this scenario, an employee is terminated from her/his former employment due to being incapable of performing a number or all of the required features of the task. Second reason is business conditions. Employees can be laid off due to the business being faced by unfavourable business conditions. The other reason is unacceptable behaviour. In this scenario, an employee can be fired due to refusing the companys code of ethics, stealing companys property, and threatening other employees among others. The other reason is absenteeism. A worker can be dismissed as a result of chronic absenteeism.

Similarities and Differences of Employment Exit Procedures

The first similarity in employment exits procedure between the two companies is that they both conduct an exit interview. In this case, the exiting employee is given a questionnaire. Secondly, in both organizations, an employee is required to offer timely and adequate written statement with the department on the purpose of terminating an employees employment. On the other side, a difference of employment exit procedures is that one company offers certificate of appreciation for the workers finishing long-term service while the other company does not. Second, in one company, the supervisor arranges for all home and office equipment that is to be taken back by the exiting worker, while in the other company a supervisor does that job.

Impact of the Legal and Regulatory Framework on Employment Cessation Arrangements

The law points out that termination having cause, or cessation with just reason postulates that an omission or action by an employee has completely ruined the relationship of employment between the employee and the employer (Hrcouncil, 2013). However, cessation without reasons means that a worker is being dismissed for reasons not related to misbehaviour and termination notice and probably severance pay is demanded as described in the labour/employment standards.

Example of Regulatory and Legal Framework in Relation to Different Forms of Employment Cessation

If a worker is not competent or his or her conduct is so bad that it impacts seriously on the company and brings a collapse in the relationship of employment, the employment of such an employee can be terminated with no notice or payment at that time (Hrcouncil, 2013).

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