Open Access Open Access  Restricted Access Subscription or Fee Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription or Fee Access

Do Rewards Motivate or Else : A Study of the Public and Private Sector Employees


Affiliations
1 Group Head - Team Global Logistics Pvt. Ltd, Mumbai, India
2 Clinical Psychologist, Mumbai, India
     

   Subscribe/Renew Journal


‘In an organization Rewards can help create the right employee - management team environment. Also create an atmosphere that is encouraging and favorable to achieving the contributions and efforts an organization need. But sometimes, same rewards and recognition when awarded to the employees who give finishing touch in his/her job, creates an environment of chaos among employees who really worked very hard.

It is through the organization's reward system that good employees are attracted to the organization; they decide to stay within the organization and then consciously decide to perform well. Employees perform at the level at which the organization rewards them. People continue to do what they have been rewarded for doing. This is a form of positive reinforcement. Yet managers must know what rewards mean the most to which employees in order to be the most effective. This study aims at studying the pros and cons of rewards when not given to the right person. A detailed knowledge of the topic is gained by secondary research backed by primary data.


Keywords

Monetary Rewards, Non-Monetary Rewards, Recognition.
User
Subscription Login to verify subscription
Notifications
Font Size

  • Adams, J. Stacey (1963), "Toward an understanding of inequity", Journal of Abnormal and Social Psychology, Vol. 67, pp. 422-436.
  • Bandura, A. (1969). Principles of Behavior Modification. New York: Holt, Rinehart & Winston.
  • Bruner, J. and Taguiri, R. (1954). Person Perception. In G. Lindzey (ed.), Handbook of Social Psychology (Volume 2), Reading, MA: Addison Wesley.
  • Brunstein, J. C., & Gollwitzer, P. M. (1996). Effects of failure on subsequent performance: The importance of self-defining goals. Journal of Personality and Social Psychology, 70, 395-407.
  • Byrne, D. and Clore, G. L. (1970) A reinforcement model of evaluative processes, Personality: An International Journal 1, 103-28.
  • Deci, E. (1971). Effects of externally mediated rewards on intrinsic motivation. Journal of Personality and Social Psychology, 18, 105-115.
  • Deci, E. L. (1975). Intrinsic motivation. New York: Plenum.
  • Solomon, R. L., & Corbit, J. D. (1974). An opponentprocess theory of motivation: I. Temporal dynamics of affect. Psychological Review, 81, 119-145.
  • Solomon, R.L. (1980). The Opponent-Process Theory of Acquired Motivation: The Costs. of Pleasure and the Benefits of Pain, American Psychologist, 35, 691-712.
  • Walster, E. Walster, G.W. and Berscheid, E. (1978) Equity: Theory and research, Boston: Allyn and Bacon Weiner, B. (1986). An attributional theory of emotion and motivation, New York: Springer-Verlag.
  • Zajonc, B. (1971). "The Concepts of Balance, Congruity, and Dissonance," in P. Suedfeld, ed. Attitude Change, Chicago,Ill: Aldine, Atherton, Inc.
  • www.absolutehrsolutions.
  • www.chrmglobal.com
  • www.citehr.com
  • www.ebscohost.com
  • www.findarticles.com
  • www.humancapitalinstitute.com
  • www.indianmba.com
  • www.lchra.net
  • www.saycorporativo.com

Abstract Views: 242

PDF Views: 0




  • Do Rewards Motivate or Else : A Study of the Public and Private Sector Employees

Abstract Views: 242  |  PDF Views: 0

Authors

Samta Jain
Group Head - Team Global Logistics Pvt. Ltd, Mumbai, India
Namrata Mehta
Clinical Psychologist, Mumbai, India

Abstract


‘In an organization Rewards can help create the right employee - management team environment. Also create an atmosphere that is encouraging and favorable to achieving the contributions and efforts an organization need. But sometimes, same rewards and recognition when awarded to the employees who give finishing touch in his/her job, creates an environment of chaos among employees who really worked very hard.

It is through the organization's reward system that good employees are attracted to the organization; they decide to stay within the organization and then consciously decide to perform well. Employees perform at the level at which the organization rewards them. People continue to do what they have been rewarded for doing. This is a form of positive reinforcement. Yet managers must know what rewards mean the most to which employees in order to be the most effective. This study aims at studying the pros and cons of rewards when not given to the right person. A detailed knowledge of the topic is gained by secondary research backed by primary data.


Keywords


Monetary Rewards, Non-Monetary Rewards, Recognition.

References