Financial & Non-financial Rewards (SL IB Business Management)

Piecework

• Employees are paid according to the number of units or pieces they produce
  
  
• Commonly used in manufacturing or assembly-line settings and encourages workers to increase their output e.g. garment factories in Bangladesh use this

• Taylor's Scientific management

Commission

• A percentage of sales revenue paid to workers who sell products or services
  
  
• Commonly used in sales roles and motivates staff to increase their sales revenue

• Hygiene factor in Hertzberg's Theory
  
  
• Connects to Esteem Needs in Maslow's Hierarchy (salesperson of the month)

Bonus

• An additional payment is given to staff as a reward for achieving specific goals, completing projects on time, or exceeding performance expectations
   
• Motivates staff to work harder and achieve better results

• Connects to Esteem Needs in Maslow's Hierarchy (achievement)
  
  
• Herzberg believed that bonuses as the main form of payment would negatively influence individual behaviour in the workplace (this was part of the problem in the banking industry leading up to the 2008 financial crash)

Profit share

• A portion of the company's profits are distributed among staff
  
  
• This encourages them to think like owners, work collaboratively and focus on the company's overall goals

• Motivator in Herzberg's Theory as it creates buy in to increased responsibility (help the organisation succeed; be an owner) 

Performance-related pay

• Staff are paid based on their performance which (theoretically) motivates staff to work harder and achieve better results
  
  
• This form of payment has been severely criticised as discriminatory and open to abuse by managers

• Hygiene Factor in Herzberg's theory - and has been proven to cause significant dissatisfaction when utilised

Fringe Benefits

• Financial rewards received by employees other than wages or salary such as medical insurance, a company vehicle or private pension plan 

• Fringe benefits may link to ego needs in Maslow's hierarchy of needs especially if they are linked to employees' position in the organisational hierarchy

Wages & Salaries

• Wages are usually paid to workers on the basis of hours worked (time rate) or items produced (piece rate)
   
• Salaries are expressed on an annual basis and workers are paid a proportion on a periodic basis (usually each month)

• Connects to safety needs in Maslow's hierarchy of needs and acts as a hygiene factor in Hertzberg's two-factor theory
  
  
• Equitable and sufficient pay is required to avoid staff dissatisfaction and retain workers

Empowerment

• Involves giving staff the authority and resources to make decisions and take action without first receiving management approval
   
• Increases staff sense of ownership and responsibility, leading to improved productivity

• Maslow's 'Esteem' Needs as staff contribution is valued
  
  
• A 'motivator' in Herzberg's Two Factor Theory (increase in responsibility)

Team working

• Involves creating opportunities for staff to work collaboratively
  
  
• Staff can share ideas and expertise, leading to improved productivity and innovation

• Maslow's Love & Belonging, as well as Esteem Needs

Job enrichment

• Involves adding more challenging or meaningful tasks to a job
   
• Staff feel more motivated and engaged, leading to improved productivity

• A 'motivator' in Herzberg's Two Factor Theory

Job rotation

• Involves moving staff between different roles in the business
  
  
• Exposes staff to new challenges and experiences which can increase motivation, understanding and skill

• A 'motivator' in Herzberg's Two Factor Theory (the work itself)

Job enlargement

• Involves expanding staff's job duties to include additional tasks or responsibilities
• Engaging with a variety of tasks can increase motivation and job satisfaction, leading to improved productivity

• Mayo's Human Relations Theory as it encourages the development of staff
• A 'motivator' in Herzberg's Two factor Theory (the work itself)