Needs a Topic
How are entrepreneurial employees being rewarded and are the rewards worth the effort?
Asked in Sociology
What are Sociology inequalities in western society?
The three major sociology inequalities in America are: 1.) Social class (in regards to money) 2.) Race and Ethnicity 3.) Gender Social class is not about money; economic class is. American society, like all societies, makes no effort to assure that social reward ouitcomes are equal for all. Society rewards excellence, efficiency, cleverness, and organized effort. Society reduces rewards, or even punishes, laziness, crime, disorganization, dangerous or disappointinmg or substandard output, and cheatling. All known societies assure that outcomes are rewarded differently, else there would be no social incentive for excellence and effort.
Asked in Jobs
What is meant by high or low organizational loyalty?
What are managers' primary responsibilities?
Asked in Example Sentences
When do you use effort and efforts?
Here are a few examples I'm trying really hard to put some effort into this sentence The effort needed to pull the truck out of the ditch was greater than first thought His teacher gave them an outstanding mark for the efforts they had put in to the project. or : He put a great deal of effort into his project to bring it to fruition. He was rewarded for his efforts. Fruition means : the point at which a plan or project is realized
Asked in Job Interviews
Describe what you did in a difficult project environment to get the job done on time and on budget?
Asked in Sales and Customer Service
What does trade promotion management typically refer to?
Asked in Adjectives and Articles, Plural Nouns
Does effort have a plural form?
No, the noun effort is an generally an uncountable noun that has no plural, a word for the force or energy required. You need to put more effort into completing the assignments on time. A lot of effort was required to save up the down payment. With time and effort we produced a crop of vegetables from our garden. The only use for a plural is as a word for serious attempts or the activities of people who are working together to achieve a particular goal; for example: Her efforts were rewarded with a new contract. Our success is due to the combined efforts of many people.
Asked in Credit and Debit Cards
Why you should get rewarded for your report card?
In my opinion you should not get rewarded for your report card! You should be doing well in school no matter what and if you are rewarded with food or money then I feel like that isn't right. If you are doing very well in school maybe such things as extra computer or TV time would be necessary. School should be something that you do well in no matter what, and anyone can be good at school as long as they put in a lot of effort. Unless you have a disability, in which case that would be a different story.
Utilize Incentive Compensation and Watch Productivity Soar?
A favorite tool used by managers who oversee a sales team, incentive compensation can be used in many other work situations where employees can increase their earnings based on productivity. By rewarding employees for results rather than effort, managers often notice that their staff finds creative and successful ways to get their job done. Whether a substitute for a regular salary, or an added bonus on top of a worker’s regular pay, incentive compensation usually results in higher output. In the case of sales, incentive compensation is usually set up as a bonus structure. Based on the number of deals a sales person closes, or the amount of money they bill for their employer, they are rewarded with bonus pay. Alternatives to monetary incentives can include paid vacation days, flex time, gift certificates, and any other creative rewards that managers can dream up. Not all positions define productivity as clearly as those in sales, however, incentive compensation can still be implemented. For example, customer service employees can be rewarded based on the number of clients they assist each day. In cases where quality of service is more important than quantity, incentives can be based on the customer feedback. All employers hope that they hire individuals who have an excellent work ethic and will excel at their job regardless of enticing incentives. However, it has been proven that employees who see their efforts directly rewarded do produce more. In addition, the competitive atmosphere that incentive compensation creates also drives worker output. While some companies keep employee’s productivity confidential, others pit employees against each other making it clear that those who do not perform up to par with their counterparts will not be rewarded and may be cut. The success of incentive compensation does in part depend on the nature of the business and the personality of the employees. While some people are totally turned off by a competition-driven company, others are energized by this approach to management. Regardless, a well researched and well executed incentive compensation plan will usually result in a motivated staff and a profitable business.
How do you use the word diligence in a sentence?
Why does the government protect inventors and authors by offering them patents and copyrights?
Asked in Project Management
What is Expectancy Theory of team motivation?
According to this theory, people are motivated only if they expect a desired outcome or reward. The key idea here is: What is in it for me? The desired outcome here has two components: Objectives will be met with this effort, and the performers will be rewarded. Trivia: This theory works almost all the time. If as the manager, you can understand what your team needs (like promotion, better roles, onsite opportunities etc) you can motivate them to work better in return for the rewards they expect. It's a win-win situation. You get good results and your team gets what they want.
You lost your Ipod in Chuck E Cheese What should you do?
Explain five reason why incentive plans fail?
To explain why rewards fail, Kohn gives these six reasons: 1. "Pay is not a motivator. " When people are asked what matters most to their co-workers or those they supervise, pay ranks fifth or sixth. Frederick Herzberg, distinguished professor of management at the University of Utah's Graduate School of Management, has argued that "just because too little money can irritate and demotivate does not mean that more and more money will bring about increased satisfaction, much less increased motivation." 2. "Rewards punish." Just as punitive measures destroy motivation and create defiance, defensiveness, and rage, rewards "have a punitive effect because they, like punishment, are manipulative." Employees feel controlled and resentful, and this is not conducive to exploration, learning, and progress. 3. "Rewards rupture relationships. " "The surest way to destroy cooperation and, therefore, organizational excellence, is to force people to compete for rewards or recognition or to rank them against each other." As peer relationships deteriorate, so do those between supervisors and those they manage. Rather than admit they are having problems or need help, employees present themselves as competent to those in control of the money. "Very few things threaten an organization as much as a hoard of incentive-driven individuals trying to curry favor with the incentive dispenser." 4. "Rewards ignore reasons." "Relying on incentives to boost productivity does nothing to address underlying problems and bring about meaningful change." The essence of good management is providing useful feedback, social support, and room for self-determination. Dangling a bonus in front of employees and waiting for results requires much less effort. 5. "Rewards discourage risk-taking. " "When people are focused on what they will get if they accomplish a mission, they become less inclined to take risks or explore alternatives." Thus, "the number one casualty of rewards is creativity." 6. "Rewards undermine interest. " People who do exceptional work do not work simply to collect a paycheck; they work because they love what they do. Extrinsic motivators, such as rewards, are poor substitutes for the intrinsic motivator, genuine interest in one's job. "The more a manager stresses what an employee can earn for good work, the less interested that employee will be in the work itself." Furthermore, the more employees feel controlled, the more they will tend to lose interest in what they are doing.