本品文章主要讲的是奖励与员工问题，在解决工作场所的问题方面，奖励是非常肤浅的。经理可以利用奖励来满足员工的需要。这包括不断的反馈、控制个人工作环境的机会、社会支持和利用他们的创造力和技能。人们可能会认为，对表现优异的员工授予绩效奖，将使他们成为员工中的榜样，这是合乎逻辑的(Tavassoli et al.， 2014)。本篇美国传播学论文代写文章由美国论文人EducationRen教育网整理，供大家参考阅读。
Rewards are highly superficial in regards to resolution of issues within the workplace. Rewards might be utilized by the managers as an alternative for the wants and needs of the employees. This consists of ongoing feedback, opportunity of controlling individual environment of work, social support and utilization of their creativity and skills. It might be viewed logical to consider that recognition of top performing employees with an award for performance will make them as role models amid workforce (Tavassoli et al., 2014).
However, the workers that are resentful for not obtaining an award might model their behavior on the resentment objectivity. Hence, the managers should not idly hope for the underperformers to start depicting top performer behavior and it will have to address as an issue by the manager. It is considered that there is evidence of common reluctance in dealing with poor performance that cannot be addressed by performance based pay.
Executive pay setting has to be determined through appropriate challenges and influences that come forward from performance pay based plans. When performance based pay is included within an organizational system, it leads towards demands of higher performance by the executives. Already, it is evident that the executive’s pay is highly set. Executive compensation high levels outcry particularly within organizations whose stakeholders haven’t fared well, has led towards increased utilization of several kinds of compensations based on performance (Murphy, 2003). This has happened even though several challenges in relation to performance based pay exist. Board of directors in the corporate provide increasingly the packages of compensation within which major part of the pay of executives combine to form arrangements with contingent compensation (Jensen & Murphy, 2011).
This occurs rather than a base salary guarantee. At least, theoretically, contingent compensation and compensation with performance as basis indulges to introduce a risk based elements for executives. In cases where executives obtain all salary in fixed base salary form, they get the pay disregard whether they are performing or not for the organization. In cases when essential pay portion becomes compensation based on performance, then such executive compensation portion is also at disadvantage based over organization or performance of individual. These portions are inclusive, for example of plans with annual bonus involved, options for stock etc, Those supporting the utilization of compensation based on performance have a belief that this compensation has contingency. It also motivates the top employees by rewarding them (Leonard, 2010).