Rewards Rewards can be either in tangible or intangible. Reward is a tool to motivate employees of the model states that the reward causes firm. Harakiewicz’s “performance-contigent individuals to care more than a performance feedback without about doing task well” reward (Eisenberger, et al., 1999; p. 1027). Another interesting relation is drawn by Stockholm School of Economics. The study found out that when employees are highly motivated, they work harder, resulting in superior performance . Establishing performance-based reward can literally transform organization for can unlock “it employee potential, retain and performers, and ultimately deliver healthier motivate…high p. 2). The success of Whistler and Blackcomb company is financial results” (Qikker, n.d; associated with the motivational rewards. The company compensates employees with paid vacation, get together party, recognizing the services rendered to the company, low cost child care, medical and career benefits . Reward is a sort of incentives and compensation to the employees. It can create a positive energy in the employees to perform the job entrusted effectively by motivating the employees. Organizations or incentive compensation systems implementing “merit pay [can] provide rewards to employees for meeting specific (Delaney & Huselid, 1996; goal” p. 951). Motivation and rewards also enables employees to contribute to value addition and competitive advantage . Internal Communication Organizations have started to give importance to internal communication. Fey, et al (2007, p. 8) believes that of information on, for example, strategy and company “sharing performance conveys to the employees that they are This motivates employees trusted.” to work towards achieving organizational goals. For instance, in Finland internal communication has facilated in motivating employees . This view is further valiadated by Argenti, arguing that organizations have more focused on retaining a happy “become workforce with changing values and different by improving internal demographics” communication to achieve competitive advantage (cited in Sincic & Vokic, n.d, p. 7).
Rewards Rewards can be either in tangible or intangible. Reward is a tool to motivate employees of the firm. Harakiewicz’s model states that the “performance-contigent reward causes individuals to care more about doing task well” than a performance feedback without reward (Eisenberger, et al., 1999; p. 1027). Another interesting relation is drawn by Stockholm School of Economics. The study found out that when employees are highly motivated, they work harder, resulting in superior performance . Establishing performance-based reward can literally transform organization for “it can unlock employee potential, retain and motivate…high performers, and ultimately deliver healthier financial results” (Qikker, n.d; p. 2). The success of Whistler and Blackcomb company is associated with the motivational rewards. The company compensates employees with paid vacation, get together party, recognizing the services rendered to the company, low cost child care, medical and career benefits . Reward is a sort of incentives and compensation to the employees. It can create a positive energy in the employees to perform the job entrusted effectively by motivating the employees. Organizations implementing “merit pay or incentive compensation systems [can] provide rewards to employees for meeting specific goal” (Delaney & Huselid, 1996; p. 951). Motivation and rewards also enables employees to contribute to value addition and competitive advantage . Internal Communication Organizations have started to give importance to internal communication. Fey, et al (2007, p. 8) believes that “sharing of information on, for example, strategy and company performance conveys to the employees that they are trusted.” This motivates employees to work towards achieving organizational goals. For instance, in Finland internal communication has facilated in motivating employees . This view is further valiadated by Argenti, arguing that organizations have “become more focused on retaining a happy workforce with changing values and different demographics” by improving internal communication to achieve competitive advantage (cited in Sincic & Vokic, n.d, p. 7).
How-Best-HR-Practice-can-be-Linked-to-Superior-Organizations-Performance.docx