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Critical Analysis on Organizational Reward System

There are various reasons why conflict surface in the realm of organizations. A common observation on conflicts in an organization is the possibility to compete with workers of the same rank by having the head of an organization catch their attention which will then lead on to an upgrade on the level of amazement. Eventually, it will then be taken to assumption that there is a huge possibility for the two individuals to dive in a closer relationship as social science may clearly define it (Perrow, 1986).

However, not all that is designed, implemented and emitted by the use of the reward system gives a positive impact on the worker’s performance. One must keep in mind that everything that is too much does not make any good. In some cases, it results a person be greedy and craving for more which then blinds their sense of morality and the selfish deeds are most likely to surface. Service bargains are implemented for the purpose of employee satisfaction (Kerr, 1995).

It is a well-versed common organizational technique to keep the company’s employees under their umbrella instead of losing them for a reason of searching for greener pastures. For example, one of the major activities

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done by a human resource manager is to send out evaluation forms to its workers (either annually or quarterly) embroidering a set of questions on how they find their work and the administration’s performance in attending to their needs (Hood & Lodge, 2006). For some, they include the workplace’s ambience as well as the assessment on the benefits that they receive for the purpose of knowing their level of performance.

An organization’s performance is evaluated through various types: survey, interview, keen observation by a committee or a resource person and the most effective, and the above-mentioned employee evaluation. Public administration deliberately stress that work plus reward is not enough (Ferstman et al, 1991) — sensitivity is required in molding a more productive individual by giving concern on the essence of its constituents being human beings and not as pets being fed with whatever is available in the cupboard.

References:

Hood, C. , & Lodge, M. (2006). The Politics of Public Service Bargains: Reward, Competency, Loyalty – and Blame. New York: Oxford University Press, USA. Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1), 7-14. Perrow, C. (1986). Complex Organizations: A Critical Essay (3 ed. ). New York: McGraw-Hill Humanities/Social Sciences/Languages.

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