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Base Rewards on Job Performance


Reward systems are directly associated with job satisfaction and performance at the workplace. Satisfied workers are more committed to their tasks and in achieving organizational objectives. Dissatisfied employees lack the right motivation to task performance. Job satisfaction is exhibited in individuals’ attendance on duty and the motivation to go the extra mile to fulfill assigned tasks. Job satisfaction leads to greater performance and vice versa. Appropriate reward systems are instrumental in motivating employees in directing more effort for greater work performances (Armstrong, 2002). Performance contingent rewards positively influence individuals and groups towards greater involvement in activities that promote the realization of organizational goals and objectives.

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The nature of the relationship between managers and subordinates is important in designing performance-specific reward systems. Issues relating to employees’ workplace relationships are determined by needs, values, attitudes, and norms which are associated with organizational culture (Gold& Bratton, 2001). Individual workers’ performance and degree of satisfaction are influenced by the nature of relationships and associations at the workplace. Self-esteem and the need for motivation describe the sources of internal influence for job satisfaction. Various needs for employee motivations include security, love, career development, and promotions. Reward systems that influence job satisfaction and greater work performance recognize these needs.


Job satisfaction is realized in a work environment that guarantees employees job security. Job tenure determines the degree to which workers apply their effort towards greater involvement in their duties. Long-term contracts ensure that job security is predictable despite wages being average. Employees are concerned about being stable in life and their pursuit of career growth. This is ascertained in a workplace environment that recognizes their input in the long term. Short-term work contracts with higher salaries cause more involvement of employees in their duties in the initial stages. However, as the maturation of the employment contract approaches, workers become speculative and uncertain about what the future holds (Armstrong, 2002).

It is therefore important that qualified and talented workers are motivated to achieve greater performance at work for a long-term engagement. A performance contract is necessary for stipulating the desired goals and targets for a particular employment contract. On the other hand, long-term contracts could lead to laxity among workers since they are assured of employment in the defined period. Performance contracts are therefore instrumental in entrenching a culture of accountability and performance based on merit. Performance targets are periodically reviewed by the demands of a particular industry (Gold& Bratton, 2001).

Love, relationships & emotional wellbeing

Employees are just motivated by job security and lucrative compensation packages. Reward systems need to recognize the prospects of greater work performance in an environment characterized by enriched workplace relationships. Individuals have got their private relationships such as family which influence their attitudes and perceptions in life. Workers’ self-esteem is determined indirectly by the nature of relationships they are involved in life (Mitchell, Ortiz& Mitchell, 2007). Recognition of employees’ concerns over the wellbeing of their families, for instance, serves to improve job satisfaction.

Employees working with government agencies may be transferred from one part of the country to another without seeking prior consent. This could affect their social wellbeing and motivation to work if they are separated from family members for long. Family reunification is therefore a parameter of a comprehensive reward package (Armstrong, 2002). The emotional well-being of employees facilitates hard work since workers are inspired to provide for the needs of their immediate family towards self-actualization. Law enforcement officers are prone to impromptu transfers from one workstation to another due to security concerns and demands of their job. This disfigures the welfare of their social relationships and emotional wellbeing leading to job dissatisfaction.

Career development and promotions

The prospects of rising through the corporate ladder to greater managerial responsibility are encouraging to the subordinate employee. Reward systems that recognize talented employees for promotions and financial incentives for further education motivate work performance. Recognition of individual effort for leadership and promotions stimulates innovation at the workplace. Managerial attitudes are therefore instrumental in motivating individual workers to achieve high-performance targets (Mitchell, Ortiz& Mitchell, 2007). The prospects of career progression are encouraging to an ordinary employee despite minimum compensation.

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Performance appraisals and public recognition of outstanding performance encourage overall greater involvement of employees in organization activities. Organizations, therefore, invest in their employees’ career development and training that boosts the achievement of their underlying objectives. Training empowers employees with appropriate organizational and competencies that enable them to perform their duties and responsibilities at work. Career development is also enhanced as employees are trained to apply knowledge and skills acquired during their formal and professional education in organizational assignments


Workers are motivated to achieve greater performance if they are properly compensated for their efforts. Reward systems should therefore factor in wages, salaries, and other financial incentives consistent with working hours and performance targets. Money facilitates employees to afford things that improve the quality of their lives beyond the workplace (Mitchell, Ortiz& Mitchell, 2007).

Reference list

Armstrong, M. (2002). Employee reward. New York: CIPD Publishing.

Gold, J. & Bratton, J. (2001). Human Resource Management: Theory and Practice. London: Rout ledge.

Mitchell, T. K. Ortiz, F. I. & Mitchell, D. E. (2007). Work Orientation and Job Performance: the Cultural Basis of Teaching Rewards and Incentives. New York: SUNY Press.

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