Due to the existence of some current qualitative and quantitative shortages in some sectors of labor markets, it follows that organizations have developed mechanisms to compete in luring the expected candidates into desired job opportunities. In doing so, these business enterprises have introduced incentives such as high salaries and expensive benefits to willing candidates. However, this brings a dilemma as it is perceived in different ways by the candidates.
Post 1: Joanna: It is evident that higher pays attracts many and better candidates. However, this is not the case in all situations. It’s true that young educated candidates will be the first group to be motivated not that they have more needs than adults but they need a job immediately to sustain themselves. Therefore they perceive the job to be nice despite not having looking at how the incentives may impact them either positively or negatively. In contrary any individuals if they meet the requirements will be attracted; what matters most is the social behavior of the applicant. A pre-socially motivated person despite being young will be suspicious of the offer such as the working hours or the difficulty of the job. The pros and cons financial incentive and expensive benefits are notable (Noe et al, 2017). Financial incentive leads to improvement of the employees living standards in all aspects such as; self-esteem, achievement of goals, improved living standards and working atmosphere. On the other hand, financial incentives may be a source of problems to and individual such that it creates an unhealthy competition between the candidate and colleagues at work. Also, with time higher salaries and cash incentives can be seen as rather an entitlement than a motivating factor. This creates frustration especially in group performance. Compensation adjustments are a wider phenomenon; therefore it should consider both market forces and meritorious performance. There should be equilibrium between the two at any given circumstance. Any employee who does well deserves a better pay, however this means that the organization should be in return performing well on the market to balance the quantities and qualities involved.
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Post 2: Aaron: Each and every candidate wishes to receive better pays, cash incentives as well as other expensive benefits. Despite young people being vulnerable to become first victims, this calls for other groups. Thereafter, candidates may ask themselves some critical questions before accepting the offer. They will try to perceive the job opportunities in different dimensions such as the task itself, the applicant’s chances to get the job versus the other applicants. Also, others may review the performance of the organization as it determines what kind of workers merit for such incentives (Wright and McMahan, 2011). High salaries and cash incentives to the candidate show fairness, compensation and appreciation towards the candidate by the organization. All these aspects improve the status of the individual physically, economically and socially. In some circumstances financial incentives are costly. They are known to create tension as it promotes unhealthy competition. Employees may lack respect and empathy towards others in the struggle to fulfill their goals so as to get the incentives. This in turn causes frustration and low motivation towards achievement of organizational goals and objectives. One cannot separate any aspect the organization in making a decision in an organization. This explains why neither market movement nor meritorious performances should be neglected. The success of a company relies on the ability to compete with other external labor markets, identifying and rewarding exceptional performances as well as creating a sense of equity and fairness.
In general, financial incentives should not be a trigger to candidates as it has some shortcomings. Meanwhile employees should empress fairness, teamwork and use sound ideas, goals and objectives to promote their welfare as well as that of the organization.
References
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage . New York, NY: McGraw-Hill Education.
Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting ‘human’back into strategic human resource management. Human resource management journal , 21 (2), 93-104.
