According to a study conducted by Ho and Yeung (2015), it is evident that one-time incentives improve long-term commitment to training among workers. Upon analyzing numerous case studies, Ho and Yeung (2015) exemplify that long-term training makes employees competitively employable. However, for workers to be encouraged to enroll in long-term training, they require motivation through incentives. Research has shown that when the one-time incentives are guaranteed, employees work hard and engage in training frequently.
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Ho and Yeung (2015) admit that the use of a one-time incentive is a psychological strategy meant to shape employees’ perception of training. Practical results obtained in organizations and companies reveal that well-trained employees can earn competitive wages after successfully completing the program. Ho and Yeung (2015) reiterate that the work environment is constantly changing, thereby compelling employees to participate in regular training.
This ensures that they remain competitive and relevant in the industry. Training has also been seen as a way of increasing income. Research has shown that organizations that do not offer one-time incentives to their workers often record poor attendance in scheduled training (Ho & Yeung, 2015). Contrastingly, companies that have designed timely and dramatic training with one-time incentives register continuous participation of workers in training.
Several professionals believe that employees deserve certain motivating actions at the workplace (Phillips & Gully, 2013). However, some strategies may fail to work. It is crucial to establish whether the right motivating strategies are being used to improve employees’ productivity. To motivate employees the right way, one can apply the following strategies.
First, financial incentives stand out as the most viable way of motivating employees. From the case study, it is evident that employees’ productivity is directly proportional to how much they earn, either in the form of basic pay or allowances. Nevertheless, an organization cannot entirely rely on financial incentives to motivate workers. For example, capacity building and training through workshops and seminars can generate much-needed workplace outcomes. In any case, an employee who is a professional at his/her place of work is more confident and motivated when discharging duties (Phillips & Gully, 2013).
Besides, creating a competitive workplace can motivate employees. For instance, if employees are allowed to compete and deliver the best results and after that rewarded for sterling performance, motivation can be easily be attained. In this case, motivation is an incentive on its own. Professionals can work as teams and still compete at individual levels. For organizations that perform above the expectation of management teams, teamwork cannot be ignored at all. An organization that harnesses the best competitive structure among employees can also compete well with other rival firms within the same industry.
The case study also points out the importance of praising employees verbally whenever they reach a target successfully. It is the role of management teams to identify and recognize excellent performance by employees.
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In recap, one-time incentives tend to double or reimburse employees’ willingness to enroll and participate in training. Regular incentives that are given upon completion of every training program improve the income of workers. Employees will therefore compete during training to increase competence, credibility, and reliability of their skills and eventually avoid being faced by newly trained individuals. Moreover, they will entirely commit themselves to long-term training to ensure that their earnings increase as they advance in terms of skills and expertise.
Ho, T. H., & Yeung, C. (2015). How a One-Time Incentive Can Induce Long-Term Commitment to Training. California Management Review, 57(2), 113-128.
Phillips, J.M., & Gully, S.M. (2013). Human Resource Management. New York: Cengage Learning.