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论文作者:meisishow论文属性:短文 essay登出时间:2014-10-26编辑:meisishow点击率:10155
论文字数:3021论文编号:org201410251602116447语种:英语 English地区:澳大利亚价格:免费论文
关键词:intrinsic rewardsmotivatorsemployees员工内部奖励制度
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In a study undertaken by Graffam, Noblet, Crosbie and Lavelle (2005) it was found that the employee turnover rate in the open disability employment industry was 27.3 per cent, in comparison to the all-industries average of 12.4 per cent (ABS, 2002). The higher than average employee turnover is problematic for the industry. According to Graffam, Noblet,Crosbie and Lavelle (2005) the costs and unnecessary disruptions to the industry, including the recruitment of replacement personnel, administrative, advertising and screening costs are significant. Other costs include interviewing, security checks, the processing of references, lost productivity, the cost of training, and costs associated with the period prior to departure when employees tend to be less productive. Therefore the issue of workforce motivation is important for the sector.The literature points to two contrary positions regarding the motivational effect of rewards.
Agency theory suggests that people are motivated by extrinsic rewards and that employees will only perform tasks for which they are rewarded (Jensen and Meckling, 1976; Eisenhardt, 1989; Baiman, 1990). This means that people will only work to the best of their abilities if they consider the reward to be adequate. According to Jensen and Meckling (1976) agency theory states that individuals are wealth maximisers. Altruism is not considered to be a part of the principal/agent relationship.
They suggest that some forms of extrinsic motivation may appear to be intrinsic. In particular, they speak of “regulation through identification”, which reflects a conscious valuing of a behavioural goal so that the action is accepted or owned as personally important. Thus, the significance of an extrinsic reward is related to the values of the employee; in other words, the efficacy of the extrinsic reward is linked to what the employee believes to be important.
Gupta and Mitra (1998) using meta-analysis found that financial incentives are strong motivators. They found that financial incentives were particularly powerful with respect to performance quantity. However, results were uncertain when regarding performance quality – an important consideration in the human services sector.
Similarly the research of Marsden and Richardson (1994) found that performance-related pay had limited motivational effects. O’Donnell (1998) found that the attempt to apply performance bonuses to senior officers of the APS did not contribute to an improvement in performance. Also, the OECD (1993) questioned the motivational effects of pay increases and bonuses, particularly for senior public service managers. According to Gaertner an Gaertner (1985), performance appraisals that placed emphasis on the development needs of managers had the potential to increase the performance of the manager.the assimilation of the o本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。