Principles of Reward Strategy
Summary
TLDR本视频探讨了奖励策略的原则和重要性,强调了奖励系统对员工动机和组织成功的影响。奖励策略不仅包括薪酬和福利,还包括对员工绩效的认可和激励。视频解释了内在奖励和外在奖励的区别,并强调了根据员工的绩效来分配奖励的重要性。此外,还讨论了实施绩效薪酬计划的先决条件,以及如何设计有效的奖励策略,包括创造积极的奖励体验、与业务目标对齐、扩展员工视野、整合奖励以及奖励个人价值和结果。最后,提出了四个主要的奖励组成部分:个人成长、吸引人的未来、积极的工作环境和全面的薪酬。
Takeaways
- 📚 奖励策略是组织如何思考和应用奖励问题的方式,它包括奖励的类型及其分配。
- 💡 奖励系统是管理用来激励员工的最有效工具之一,反映了管理层的态度、意图和整个组织氛围。
- 🔗 奖励策略是人力资源战略的重要组成部分,与薪酬水平、福利计划、奖励结构、激励、现金奖金、绩效管理、认可和非现金奖励等紧密相关。
- 🌟 员工的内在动机,如成就感、工作满意度、个人成长和地位等,可以显著提高工作效率和专业发展。
- 💰 外在动机基于有形奖励,如加薪、达到销售配额的奖金、带薪休假、公开表扬或奖项、晋升和额外职责。
- 🤔 员工的动机差异可能很大,一个有动力的工作队伍是组织成功的重要因素,而缺乏动力的员工可能会对组织产生负面影响。
- 👥 奖励策略应与学习和发展策略相联系,成为业务战略的一部分,反映管理层对员工的态度和意图。
- 💼 实施绩效薪酬计划需要考虑多个前提条件,如信任和管理层、绩效约束的缺失、训练有素的监督者和管理者、良好的测量系统、支付能力和灵活的报告周期。
- 📈 设计奖励策略时应考虑的原则包括创造积极的奖励体验、与业务目标对齐、扩展员工的视野、整合奖励以及用基本薪酬奖励个体持续的价值。
- 🏆 奖励系统的四个主要组成部分是个人成长、吸引人的未来、积极的工作环境和总薪酬,这些组成部分有助于鼓励员工并使他们成为组织成功的一部分。
Q & A
什么是奖励策略?
-奖励策略决定了奖励管理的创新和发展应该朝哪个方向进行,以及如何支持业务战略,如何整合,优先考虑哪些举措,以及何时实施。它是一种思考方式,可以应用于组织中出现的任何奖励问题,以创造其价值。
为什么员工对组织奖励系统的看法很重要?
-员工通常将组织奖励系统的设计和使用解读为管理层态度、意图以及整个组织氛围的反映。因此,组织奖励系统是管理层最有力的激励工具之一。
组织奖励系统包括哪些部分?
-组织奖励系统包括要提供的奖励类型及其分配。它由内在奖励和外在奖励组成,是员工因工作表现而获得的积极成果。
内在奖励和外在奖励有什么区别?
-内在奖励是个人内在的,由个人兴趣或享受驱动,与工作本身有关。而外在奖励则是由外部提供,通常由主管或经理提供,与金钱等有形奖励有关。
为什么内在奖励对员工很重要?
-内在奖励,如成就感、工作满意度、个人成长和地位等,可以激发员工在更高水平上工作,推动他们专业发展。赫茨伯格的动机理论也发现,内在奖励在提高员工动机方面比金钱奖励更强大。
外在奖励在工作场所如何起作用?
-外在奖励,如加薪、达到某些配额的奖金、带薪休假、公开表扬、晋升和额外职责等,可以因为薪酬、休假、晋升和认可对大多数员工很重要,从而激励员工。
实施绩效薪酬计划需要哪些前提条件?
-实施绩效薪酬计划需要信任和管理层的支持、没有绩效限制、训练有素的监督者和管理者、良好的测量系统、足够的薪酬预算、明确区分生活成本、资历和绩效以及灵活的报告周期等条件。
设计奖励策略时应考虑哪些原则?
-设计奖励策略时应考虑创造积极和自然的奖励体验、与业务目标对齐、扩展人们的视野、整合奖励以及用基本薪酬奖励个体持续价值等原则。
奖励策略的四个主要组成部分是什么?
-奖励策略的四个主要组成部分包括个人成长(投资于人员发展和培训、绩效管理和职业提升)、吸引人的未来(基于公司愿景和价值观的奖励组件)、积极的工作环境(确保组织内部环境是以人为本的)和总薪酬(包括基本薪酬、变动薪酬、福利、间接薪酬和其他激励措施)。
为什么说奖励系统应该根据组织的价值观和使命来设计?
-奖励系统应该根据组织的价值观和使命来设计,以确保它是员工友好的,并鼓励员工承担组织的责任,从而实现员工和组织目标的一致性。
奖励策略如何与业务战略相联系?
-奖励策略是业务战略的一部分,它反映了管理层对员工的态度和意图,确保奖励与组织目标一致,并通过奖励实现组织的成功。
为什么动机对组织成功至关重要?
-动机可以显著影响组织的成功。当员工被激励在更高水平上工作时,整个组织运行得更有效,更能实现其目标。相比之下,缺乏动机的员工可能会破坏组织并分散其他员工的工作注意力。
Outlines
📈 奖励策略与员工动机
本段视频脚本讨论了奖励策略的重要性及其对员工动机的影响。强调了员工如何将组织的奖励系统解读为管理层态度和意图的反映,以及整个组织氛围的一部分。介绍了奖励策略的定义,即确定奖励管理创新和发展的方向,以及如何整合这些创新以支持业务策略。此外,还提到了组织奖励包括内在和外在奖励,如薪酬、福利、奖金、认可和非现金奖励等,这些都与奖励策略紧密相连。
🌟 内在奖励与外在奖励
第二段中,视频脚本详细解释了内在奖励和外在奖励的概念。内在奖励源于个人的兴趣、享受和成就感,如完成挑战或任务后的满足感。内在动机的员工倾向于在更高的生产力水平上工作,并追求专业发展。而外在奖励则是由组织提供的,如加薪、奖金、晋升和认可等,通常是基于员工的表现。脚本还提到了赫茨伯格的双因素理论,强调内在奖励在提高员工动机方面比金钱奖励更为有效。
🔍 奖励策略的设计原则
第三段讨论了设计奖励策略时应考虑的几个原则。首先,要创造积极和自然的奖励体验,领导者需要沟通和教育员工关于奖励变化的原因及其对员工和公司的好处。其次,奖励应与业务目标对齐,确保公司和员工都能从关系中获益。第三,扩展员工的视野,让他们了解自己如何影响团队、部门和公司的结果。第四,整合奖励,使用各种工具来实现最佳效果。最后,用基本工资奖励个体持续的价值,并用变动工资奖励结果。
💼 奖励系统的四大组成部分
最后一段视频脚本介绍了奖励系统的四个主要组成部分:个人成长、吸引人的未来、积极的工作场所和总薪酬。个人成长包括对员工发展和培训的投资、绩效管理和职业提升。吸引人的未来要求组织基于其愿景和价值观设计奖励组成部分,并考虑公司成长和成功。积极的工作场所强调组织需要创造一个促进员工参与、信任和承诺的环境。总薪酬则包括基本工资、变动工资、福利和其他激励措施,以吸引和激励员工。
Mindmap
Keywords
💡奖励策略
💡内在奖励
💡外在奖励
💡绩效
💡动机
💡人力资源管理
💡员工参与
💡绩效管理
💡职业发展
💡总薪酬
💡企业文化
Highlights
奖励策略是组织奖励系统的重要组成部分,影响员工对管理层态度和组织氛围的看法。
奖励策略定义:决定奖励管理创新和发展的方向,以及如何整合和实施优先级。
组织奖励包括内在奖励和外在奖励,涵盖因就业而获得的所有类型奖励。
内在奖励源于个人,如成就感、工作满意度、个人成长和地位等。
外在奖励通常由上级提供,如加薪、奖金、晋升和表扬等物质奖励。
赫茨伯格的双因素理论指出,内在奖励比金钱更能提高员工的工作动力。
奖励策略应与业务战略相一致,反映管理层对员工的态度和意图。
奖励系统是影响员工行为的强大工具,对组织成功至关重要。
实施绩效薪酬计划需要考虑信任管理、绩效限制、培训监督者和管理者等因素。
奖励策略设计时应遵循创造积极奖励体验、与业务目标对齐等原则。
奖励策略应扩展员工视野,让他们了解如何影响团队和公司的结果。
奖励策略需要整合各种奖励工具,创建定制化的总奖励方案。
基本薪酬应奖励个人价值,包括技能、绩效和劳动市场价值。
通过可变薪酬奖励结果,创建公司与员工之间的共赢关系。
奖励系统的四大组成部分:个人成长、吸引人的未来、积极的工作场所和总薪酬。
奖励系统应根据组织价值观和使命设计,鼓励员工承担责任。
Transcripts
hello everyone and thanks for watching
yippee dia videos in the last session we
have seen compensation and elements of
compensation it's variable pay and then
the related topics to compensation this
video we are going to discuss about the
principles of reward strategy flutings
evoked as much emotion as the
organization's reward system employees
often interpret the design and use of
organizational reward system as a
reflection of management attitudes
intentions an entire organizational
climate because of this the
organizational reward system is were not
the most effective motivation tools
managers have at their disposal the
responsibility for coordinating and
administering the system usually resides
with the human resource management now
what is this reward strategy let us see
the definition reward strategy
determines the direction in which reward
management innovations and developments
should go to support the business
strategy how they should be integrated
the priority that should be given to
initiatives and phase at which they
should be implemented the organizational
reward system consists of the types of
rewards to be offered and their
distribution reward strategy is
ultimately a way of thinking that you
can apply to any reward issue arising in
your organization to see how you can
create the value from it the
organizational rewards include all types
of rewards both intrinsic and extrinsic
data received as a result of employment
by the organization the diagram which is
given mentions the reward strategy as an
important part of s HR strategy the
above figure mentions that
organizational rewards are perceived as
a reflection of manage
attitudes intentions and then the
organizational climate let us take a
careful look at the diagram again where
in the reward strategy is shown as a
part of a charge strategy where in pay
levels benefit plans reward structures
incentives cash bonuses performance
management recognition non-cash awards
are all linked to the reward strategy
have you ever wondered why some
employees are more motivated than others
to work at a higher level of
productivity a motivated workforce
can be significant factor in
organizational success when employees
are motivated to work at higher levels
of productivity the organization as a
whole runs more efficiently and is more
effective at reaching its goals this is
in contrast to an unmotivated workforce
who can negatively disrupt an
organization and distract employees from
their work for this reason it is
imperative that managers understand the
power of reward systems and how they are
used to influence the employee behavior
in this diagram we can see that learning
and development strategy and reward
strategy are linked to the HR strategy
which becomes the part of the business
strategy now this is very evident that
reward strategy would be the reflection
of the attitude and the intention of
management towards their employees
organizational reward system consists of
types of rewards to be offered and their
distribution organizational reward
consists of both extrinsic and intrinsic
that are received as a result of
employment by the organization rewards
are positive outcomes that are earned as
a result of employees performance these
rewards are aligned with the
organizational goals when an employee
helps an organization in the achievement
of one of its goals a reward often flows
there are two general types of rewards
that is intrinsic and extra
now let us see what our intrinsic
rewards intrinsic motivation is internal
to the person in that it is something
that you have to offer yourself and is
driven by personal interest or enjoyment
and they work itself because intrinsic
motivation exists within the individual
achieving it it does not depend on
others some people believe that the most
powerful rewards come from inside a
person think of that sense of
accomplishment you feel once you have
overcome a significant challenge or
completed an assignment or a work
project that required a good deal of
efforts intrinsic motivation provides
that personal pat on the back or natural
high that reflects a person's ability
competency growth knowledge and self
control over their endeavors employees
who are intrinsically motivated tend to
work at higher levels of productivity
and strive to develop professionally
intrinsic reward would include such
things like achievement feeling of
accomplishment in formal recognition job
satisfaction personal growth status etc
now let us see how intrinsic rewards
work in the workplace for example an
employee might want to reach a sales
quota by his manager to earn the bonus
that is attached to it but unless the
employee filled the sense of
accomplishment as a part of making those
sales the motivation to achieve this
quota is less powerful to help employees
with their intrinsic motivation manager
should always provide meaningful work
allow workers to make choices through a
high level of autonomy provide
opportunities for employees to show
their competence in their areas of
expertise facilitate professional
development so that employees can expand
on their levels of knowledge offer
frequent opportunities for employees to
reward themselves allow employees the
opportunity to connect with those with
whom
served to obtain valuable feedback give
them a path to monitor their progress
with milestones along the way in a
knowledge economy where the greatest
asset an employee can offer in the
organization is intelligence experience
problem-solving ability and change savvy
persona intrinsic rewards are especially
important to workers in fact if we go to
the theory of management Frederic
Hertzberg who is one of the leading
theorists of workplace motivation found
intrinsic rewards to be much stronger
than the financial rewards in increasing
the employee motivation this is not to
say that employees will not seek
financial rewards in addition to
intrinsic rewards rather it is just the
means that money is not enough to
maximize motivation in most employees
people want to feel like their
contributions matter a lot now let us
see the extrinsic rewards extrinsic
motivation is based on tangible rewards
unlike intrinsic motivation that is self
administered extrinsic motivation is
external to the individual and is
typically offered by a supervisor or
manager who holds all the power in
relation to when extrinsic rewards are
offered and in what amount extrinsic
rewards are usually financial in nature
such as a raise in salary a bonus for
reaching some quota or paid time off
however extrinsic rewards can also be as
simple as getting better office verbal
praise public recognition or Awards
promotions and additional
responsibilities the examples of
extrinsic reward are formal recognition
fringe benefits incentive payments pay
promotion social relationships physical
work environment the extrinsic rewards
in workplace for example the employee
may not be interested in the product he
is selling but reaching the quota means
the bonus so he is motivated to put
forth the efforts to meet the sales
quota
these material rewards can be motivating
to employees because pay time off
advancement and recognition are
important to most workers just imagine
how demotivating it would be to be
underpaid overworked and unappreciated
and you can quickly see how important
extrinsic rewards are to organizational
success an extrinsically motivated
person will work on a task that they do
not particularly care for simply because
of the anticipated satisfaction that
will come from some extrinsic reward now
whether the company should adopt the
reward policy as extrinsic or intrinsic
that matters a lot
selection of rewards is very critical in
the reward system if the organization
has to implement it and function
effectively employee perception has to
be taken in account pay is generally
considered the most effective reward
variables such as age marital status
years of service can influence the
employee preferences ideally the rewards
should depend on performance it
increases the employee motivation there
are few preconditions for implementing a
pay-for-performance program now these
conditions are one has to have the trust
and management which means if employees
are skeptical of management it is
difficult to make a pay for performance
program work the primary organizational
variable which is used to reward the
employees and reinforce performance is
pay now the second precondition is the
absence of performance constraints which
means pay for performance programs are
usually based on an employee's ability
and efforts the jobs must be
restructured so that employees
performance is not hampered by factors
beyond his or her control
third is trained supervisors and
managers the supervisors and managers
must be trained in setting and measuring
the performance standards
fourth is good measurement
system which means that performance
should be based on criteria data job
specific and focus on the results
achieved next is ability to pay the
merit portion of the salary increase the
budget must be large enough to get the
attention of employees next clear
distinction amongst cost-of-living
seniority and merit which means that in
the absence of strong evidence to the
contrary employees will naturally assume
a pay increase is a cost of living or
seniority increase well communicated in
total pay policy employees must have a
very clear understanding of how merit
fits into the total pay picture last one
is flexible reports Chadron it is easier
to establish a credible pay for
performance plan if all the employees do
not receive pay adjustments on the same
date this performance report
relationship is desirable not only at
the organizational or corporate level
but it is also important at the
individual level the theory behind is
that employees will be motivated when
they believe such motivation will lead
to desired results unfortunately many
formal rewards provided by the
organization's are not related to the
performance the words in this category
include their vacations insurance plan
and the holidays are almost determined
by the organizational membership and
seniority rather than the performance
now there are certain principles which
are to be taken into account while
designing the reward strategy now these
principles are number one create a
positive and natural reward experience
how leaders must take care early to
communicate and educate people on the
reasons for changing rewards and
advantages to the workforce and company
involve people in the change process to
gain their understanding acceptance and
commitment second is align rewards with
the business goal to create a win-win
part
which means both the company and people
need to gain from the relationship
people who contribute to the
organization achieving goals share in
the success to ensure a balanced win-win
partnership the company must provide a
clear direction people must continue to
add value and the company must
acknowledge their value with rewards
third is extend people's line of sight
which means involve people in extending
their line of sight to how they
influence the result of their team group
business unit and company English people
in understanding how what they do
affects the customer and how they can
adapt to evolving customer needs ensure
that everyone is a knowledgeable
stakeholder in the overall success
fourth one is integrate the rewards
which means use each River tool for what
it does best take an overall perspective
of not only the total pay but also total
rewards when determining rewards for the
people create a customized better work
force deal from total rewards fifth is
reward
individual ongoing value with base pay
use based paid to reward three
dimensions of individual value the
skills and competences needed by the
company and used by the individual to
generate results second is the
individuals consistent performance over
time whether individual contributions
all contributions to the team results
third the individual value relative to
the labor market
the last one is reward results with
variable pay now the bottom line is that
the company needs results to meet
shareholders expectations and provide a
compelling future by rewarding the
workforce for achieving results variable
pave cash and equity create stakeholder
ship and win-win relationship between
people and the company so that both
share in subsys variable pay is best
to avoid results because it is agile
flexible adaptable responsive and be
able to focus on key measures of success
after seeing the principles of reward we
are going to see four total major reward
components
what are they number one for individual
growth we will see what are the
components investment in people
development and training performance
management and career enhancement now to
encourage individual growth we have to
invest a lot in the training and
development of a people who are working
that is employees we have to also see
that performance management systems are
intact and performance is properly
measured and we have to also encourage
the employees for the career enhancement
the second component is compelling
future the organization must device the
reward components based upon its visions
and values then there should be company
growth and success and the estimate for
the same the care should be taken that
company's image and reputation should be
taken into consideration the stakeholder
ship of the employees in the performance
as well as in the success of the
organization should also be appreciated
and there should be a win-win situation
wherein employee and employer both are
part of the success the third component
is positive workplace the onus lies on
the organization to ensure that there is
a very conducive environment in the
organization wherein it is people
focused there is the involvement and
courage from the employees there is the
feeling of trust and commitment towards
the organization the channels of
communication are open there is a strong
leadership which would contribute a
large for a teamwork the colleagues are
friendly and the work itself becomes the
source of positive motivation
last component is total pay the major
encouragement would come when the total
pay has all the attractive elements
which are required for the reward system
which should be as per the following
conditions base pay should be attractive
there should be the option of variable
pay which is given as per the
performance either in form of cash or
stock the benefits or indirect pay and
you know other insurance plans are the
paid vacations and other incentives
should be taken into consideration and
there should be timely recognition and
then the celebration of the success
which should be encouraged having seen
all these four components we can now say
that reward system should be according
to the organization's values and
missions it should be employee friendly
and it should encourage employees to
take the responsibility of the
organization we will see some more
components of wages in our next videos
thanks for watching
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