Pay and Job Performance Essay -- Business Management Studies:

Critically evaluate this statement Managers who rely only on pay to motivate their employees to higher levels of job performance will always be thwarted n the results.Pay is one thing that causes many discrepancies indoors the workenvironment. Most employees continue to try and further themselves inwork usually with the hope of better pay fringe benefits i.e. companycars, pensions and so on. in that respect are however, those who show highlymotivated behaviour where economic rewards are low.1 This citationagrees with the above statement, however, throughout this essay I willsum up where pay stack be seen as a good motivator and where extrinsicbenefits fail.Content theorists much(prenominal) as Maslow and Herzberg look at needs and whatgives concourse the drive to work. A similar theme arises in thedifferent theories which on face value seem opposing they all look atones craving to work in order to satisfy their needs.To start, Maslow believed there is a hierarchy as to what mak es peoplework. The first being for survival. People need basic requirementssuch as food, water and shelter. Those in this group are notnecessarily poorly motivated but are purely working to satisfy needs.The guerrilla level of five is for safety reasons i.e. a safe workenvironment job security. Thirdly Maslow believed some are motivatedby the need for well-disposed interaction, friendship with fellow colleagues.This is inclusive of a sense of belonging. Further up the hierarchyis the need for status. When an employee is made to feel important andneeded in a job this will motivate them to do well. Lastly is personalambition called self-actualisation. This is a level of completesatisfaction.For Maslow, pay is the lowest in all of the motivators. He believesyou move up the scale towards self-motivation. However, his theory hasbeen met by much criticism. It can be seen as patronising and elitistin terms of the values it expresses.2 People can achieve completeself-motivation from acti vities they do outside of work i.e.childcare, for these employees they can have reached a higher orderbefore satisfying the lower ones. It is also a good deal impossible togeneralise everyones strengths and weaknesses as each person is anindividual. The theory is also often contradicted by research such asthe study by Hall and Nougain. (1968)3 In reality... ...r hard work showed in their performance.In conclusion, the essay has shown circumstances where pay works as amotivator and where it fails. The overwhelming tonicity is that pay isfine as a short term motivator but when it is used continually workerscan become reliant and it can confide pressure on employee relations aswell as encouraging them to work purely for economic reward. Managerswill not always be disappointed with results as explained but thereare other ways to motivate which have shown to produce continuallygood results such as job enrichment and fashioning employees feel asthough they genuinely matter. In my opi nion, managers who use payincentives can achieve good results but from reading the articles asevidence my advice would be to use them sparingly.1 Organisational demeanor compiled by A. Beauregard page 2012 Organisational Behaviour compiled by A. Beauregard page 2043 This study examined the changes in needs of a group of people. OB A. Beauregard page 2054 Organisational Behaviour compiled by A. Beauregard page 2055 Organisational Behaviour compiled by A. Beauregard page 2066 Harvard Business Review