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Organizational Behavior

To alleviate stress-related difficulties within the work place, organizations implement several measures, such as non-monetary incentives. More often than not, non-monetary incentives are more efficient than granting financial benefits or rewards. Stress that employees gain from work might several workplace issues such as layoffs and threats of organizational breakdown, heavy workload, erratic changes in work shifts, fast paced work setting, implementation of obligatory over time, etc. (UE, 2008) Moreover, stressed employees do not yield productive work outputs and absenteeism (Maxon, 2008).

Therefore, organizations should be able to resolve the causes of stress in the workplace; and between monetary or non-monetary incentives, organizations should be aware that non-monetary incentives are more helpful in combating work-related stress. Non-monetary incentives take on different forms such as personal recognition for a job well done, implementing flexible hours for working, career-oriented training programs and learning opportunities, and even concrete non-monetary rewards such as plaques, certificates or trophies.

These kinds of incentives are more efficient because they are more significant than giving cash benefits for a job well done. Moreover, non-monetary incentives are unique, therefore, making the effort and the work output noteworthy. It also influences the self-esteem and self-image of employees. It motivates employees to work harder

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and enhance their performance in order to achieve non-monetary incentives that are not easily bought with money. (Jeffrey, 2008) Motivating employees is instrumental in the quality of organizational performance.

Aside from one’s drive to perform better, external motivation from the organization is also useful in improving the work outputs of the organization as a whole. Motivation comes in different forms such as job reconstruction, addressing employee needs accordingly, and setting work-related and attainable goals, acknowledging quality and excellent work performances, etc. Highly motivated employees perform more qualitatively and productively because they are satisfied with the benefits and returns that their quality performances grant to them.

Therefore, organizations should be able to determine motivational factors that their employees need and desire in order to implement strategic plans to motivate their employees into working efficiently for the organization. (Lindner, 1998) With the advent of globalization, almost all organizations worldwide have adapted the emerging trend of having a culturally diverse workforce. Although there are some problematic issues about diversity in the workplace, such as discrimination, language and communication barriers, difficulties in establishing relationships with people from different cultural backgrounds, etc.

, the importance of a culturally diverse workforce is undeniable, especially with the growing and changing business environment. Nowadays, organizations adapting cultural diversity in the workplace are more successful and yield quality performance outputs. The advantages of diversity in the workforce include enhanced and well-planned decision-making, advanced creativity and innovativeness because of new ideas and fresh insights from people of different cultural standpoints and worldviews, establishing a wider client base by marketing into ethnic and minority groups, and equal dissemination of economic and work-related opportunities.

(Business Encyclopedia, 2008) Moreover, embracing cultural diversity in an organization promotes a positive image and reputation because it puts an end to racial discrimination and opens its door to extensive support from clients who would patronize and stay loyal to an organization because of the humanitarian and compassionate aspect of this adaptation. References Business Encyclopedia. (2008). Multicultural Workforce.

Retrieved April 4, 2008, from Advameg, Inc. Website: http://www. referenceforbusiness. com/small/Mail-Op/Multicultural-Work-Force. html Jeffrey, S. (2008). The Benefits of Tangible Non-Monetary Incentives. Retrieved April 4, 2008, from Incentive

Performance

Center. Website: http://www. incentivecentral. org/awards/whitepapers/benefits_of_tangible_non_monetary_incentives. 1830. html Lindner, J. R. (1998). Understanding Employee Motivation.

Retrieved April 4, 2008, from Extension Journal, Inc. Website: http://www. joe. org/joe/1998june/rb3. html Maxon, R. (2008). Stress in the Workplace: A Costly Epidemic. Retrieved April 4, 2008, from Fairleigh Dickinson University. Website: http://www. fdu. edu/newspubs/magazine/99su/stress. html UE. (2008). Stress in the Workplace. Retrieved April 4, 2008, from UE. Website: http://www. ueunion. org/stwd_stress. html

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