Proposed Intrinsic Reward Plan
Start with the Establishment of a Meaningful Purpose
This step will involve tasking the employees through the human resource department with the needs to embrace the development of an intrinsic reward system. The establishment of an intrinsic motivation plan will mostly entail line management roles and responsibilities (Cools, 2016). In this regard, the human resource department may be engaged with the objective of enhancing the behavior and attitude of the employees of the General Motors organization. At this point, it is also essential to declare and provide an elaborate description concerning the purpose having different intrinsic rewards for workers in the organization.
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During this stage, the management of this particular organization would be expected to develop a modality of recognizing the most appropriate intrinsic rewards that would help the employees by enhancing their problem-solving skills and levels of creativity. This stage would also involve inculcating intrinsic forms of motivation in the organization through the incorporation of training sessions as well as development programs at both individual and collective levels (Clifford, 2015). It would be necessary for the management of this organization to consider building a culture of engagement that will focus on the promotion of effective and credible motivational commitments.
Measure and Assess the Motivation Levels Achieved through Intrinsic Rewards
This stage plays a crucial role in determining the level of success achieved by intrinsic rewards in motivating members of this particular organization. The General Motors organization will be expected to adopt a systematic form of measurement and assessment such profiles of work engagement. This means of assessment will make it possible for the organization to obtain a credible and a more accurate indication of the intrinsic reward levels that are necessary for ensuring that workers and employees are adequately motivated on a long-term basis (Clifford, 2015).
Analysis of the Intrinsic Rewards Plan’s worth
The motivation of employees always forms part of a critical consideration to the success of an organization in achieving its goals and objectives. Besides, a highly motivated workforce or members of staff in this particular organization have a higher likelihood of being productive. The development and execution of an intrinsic rewards plan are worth pursuing this particular organization since it encourages its growth and development in various aspects. Further, the commitment coming from an employee in an organization is mostly associated with his or her perception and belief concerning the organizational goals and values (Clifford, 2015). In this respect, the intrinsic reward assists in converting the organizational goals and objectives into personal ones that are attained through the development of reliable principles and value system. Besides, employees in an organization tend to embrace various organizational policies in a manner that enhances their attachment to that particular organization.
The formulation and implementation of an intrinsic reward plan in an organization are often regarded as predominant responsibility of the management. However, several things may be performed from the perspective of the human resource department that has a higher likelihood of influencing the functionality and operation of the intrinsic reward system. Thus, it is critical for the organization to place more emphasis on the incorporation of training of employees on different elements associated with intrinsic motivation. There are four ways through which the worth of an intrinsic reward system can be realized among the employees in an organization. They include a sense of choice, a sense of meaning, a sense of progress, a sense of competence (Cools, 2016). To that extent, the intrinsic reward system ensures that the employees in an organization are provided with an opportunity have valuable achievements and accomplishments. The employees also feel that they are operating on a trajectory that is worth their energy and time; thus, they become motivated to pursue their roles and responsibilities with a sense of direction or purpose.
Proposed Extrinsic Reward Plan
Establishment of the Form and Format of the Extrinsic Rewards
The management of the General Motors organization would be expected to begin by establishing and communicating the form and format that will be followed by the extrinsic rewards system aiming to motivate its employees. In this regard, the extrinsic rewards offered by the organization to the employees by management may be in the form of financial incentives or other tangible rewards like employee benefits, bonuses, and pay rises among others (Cools, 2016). It is worth indicating that the management will externally control the extrinsic rewards system and human resource department. Thus, the employees may not be in a position to internally determine or adjust the kind of rewards given to them.
Introduction of Performance Pay Schemes Related to Individual Efforts
In this respect, the organization, through its management would be expected to initiate a process that aims at motivating employees to become more creative and enhance their problem-solving skills by increasing their base pay or rewarding the bonuses accordingly. Besides, it would be necessary for the middle and top management levels of this particular organization to try and initiate pay schemes or other tangible rewards that whose focus is to assist employees to alight their actions and performance with the organizational goals and objectives (Clifford, 2015). If performance is aimed at putting more emphasis on targeting the objectives of this organization, then it would be appropriate to rewards employees based on the abilities to meet those targets.
Appraisal of the Established Reward System
In this regard, the management of this organization would be expected to conduct an appraisal exercise with the objective of determining the impact of the types of extrinsic rewards selected on influencing the performance of the employees (Cools, 2016). This exercise will require the assessment of the performance levels and capacities of various employees that were subjected to the extrinsic system of reward developed by the organization. In this respect, the evaluation of the employees will be conducted regularly to establish the efficiency and effectiveness of the reward system.
Analysis of the Extrinsic Rewards Plan’s worth
In developing an extrinsic reward plan, the management of General Motors will be expected to prioritize the need to task its employees with additional or new duties with the objective of enhancing their attitudes and behavior as well as problem-solving skills and creativity. High motivation is often associated with the achievement of increased cooperation, creativity, and dependability between employees and the management of an organization. Clifford (2015) observes that an effective extrinsic reward plan adopted by an organization should aim at motivating the employees to improve their levels of performance as well as try to alight their objectives with those of their organization.
An extrinsic reward program is worth adopting since it encourages a supportive tendency of the employees by the management and leadership in an organization. Besides, such rewards help usually help in increasing the commitment of employees to their roles and responsibilities in line with the values and goals of their organization since the reward system is often accompanied with a significant level of social recognition. Extrinsic compensation and reward accorded to employees in an organization usually play a critical role in its growth, development, and sustainability (Cools, 2016). Such compensations may include enhancement of the organization’s social climate, promotions, enhanced security, wages, overtime payments, and increments among others.
References
Clifford, J. (2015). The Relative Importance of Intrinsic and Extrinsic Rewards as
Determinants of Work Satisfaction. The Sociological Quarterly, 26 (3), 365-385.
Retrieved from http://www.jstor.org/stable/4106221
Cools, R. (2016). Reconciling striatal dopamine’s roles in reward-based learning and
cognitive control. Intrinsic Activity , 4 (Suppl. 2), A14.3. doi: 10.25006/ia.4.s2-a14.3
