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The article enlightens the reader on how the reward system has been fouled; for instance, in schools, teachers award students high grades that they originally do not deserve in order to avoid lawsuits. Therefore, the school management pays teachers for the excellent grades that students attain other than the knowledge they acquire. Universities aim at transferring knowledge from the lecturers to the students; hence, grades should arise from the knowledge attained as a means of rewarding students and motivating them. However, grades are viewed as the key to success, whereas knowledge is completely ignored. In addition, parents sue teachers for the poor grades attained by their children in the hope that the grade will rise. Therefore, teachers have opted to issue students with high grades that they do not deserve as a means of escaping suits.
In the workplace, the management misuses the reward system when the system is only aimed at benefiting the firm’s productivity other than employees. When a firm rewards attendance and punctuality instead of performance, and in return, it expects to achieve high performance, it can be ironical. In addition, psychiatrists earn a lot when they judge that one is incapacitated, as opposed to when they declare one competent. Therefore, many proceedings always end with the incapacitated verdict. Moreover, violation of rewards occurs when the reward system is corrupt; for instance, an attorney earns more when his client wins a case than when he loses. Whether their clients are guilty or not, attorneys always work tirelessly to ensure their clients win cases in order to acquire a high reward.
For a reward for resulting in its intended consequences, managers must implement an effective reward system that is not hypocritical and ironical. Rewards are aimed at motivating employees. However, if the rewards are not effective, employees will be demoralized. Rewards may be misinterpreted, especially if granted for the wrong reasons other than the right ones. For instance, a reward aimed at performance should encourage employees to work hard at their workplace.
Management must ensure that the intended rewards boost the morale of their employees. Therefore, in the case of performance, the highest performing employees should be regarded as a sign of boosting their colleagues’ spirit. However, to ensure that rewards are effective and have the right consequences, research on the attainment of performance should be evaluated. Good management should explore on what behavior is actually being rewarded, as unethical behaviors may result from the rewarding system in place.
It is common for organizations to use rewards as motivators for their employees; however, to ensure that rewards are being used effectively, employers should ensure that employees are not deceitful in order to attain the rewards. Rewards may vary from monetary to non-monetary; whereby, monetary involves a bonus or a salary increase, whereas non-monetary may involve praise and awards. However, an organization that uses rewards as motivators should ensure that the value of rewards by employees does not cease. For instance, there is a possibility that employees may view awards as the reason for performing a task, hence decreasing the morale of performing once awarded from it. It is evident that when work is done with the aim of a reward, it is less likely to be appealing than when the same task is handled with interest.
Therefore, employees who perform work with the company’s objectives and goals in mind are likely to be productive as compared to those employees who only perform a task with the intention of being rewarded; hence, they may be demotivated after the reward. Despite the fact that rewards motivate employees to attain a certain goal, they can also contribute to hasty work that may increase quantity, but compromise the quality. Therefore, it is the duty of an organization to ensure that rewards do not compromise the quality of goods and services by ensuring the use of reward only when necessary.
The question of whether the use of rewards as motivators is manipulation or just good business is rather interesting. In fact, rewards are used by organizations not only with the aim of motivating employees but also to benefit the organization through high productivity. However, manipulation can occur when the organization uses rewards as a weapon, rather than a motivator. When the company’s expectations are too high and unreasonable with rewards attached to these goals, the employees may find it hard to attain the goals, therefore viewing rewards as manipulation. However, if the tasks are reasonable but challenging, employees will work hard to attain them and are worth of rewards.
In some cases, rewards as motivators can be viewed as pure business. This can occur when we view both employees and employers as dependent on one another. In this case, an employer needs an employee to make profits, whereas an employee needs an employer in order to earn an income. Therefore, an employer will use all the means possible to increase the organization’s productivity, even if it means rewards employees for standard performances. For instance, an attorney will work tooth and nail to ensure that his client wins a case despite the fact that he will be paid handsomely for the victory; the attorney also achieves a sense of satisfactory professionally. However, an equally challenging question is whether the same spirit would last if the rewards were removed. Bearing in mind that employees are adapted to the rewards as their main motivator, performance, and productivity will be affected.
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