Assignment 4: Recognizing Employee Contributions 259719

Assignment 4 Recognizing Employee Contributionsassume That You Are Th

Assume that you are the HR Manager at a university. You want to create a way to recognize employee contributions in the Admissions Office. Determining the methods to motivate employees to enroll new students has been challenging. However, you are now being pressured by top management to reach admission goals. Employee participation in pay-related decisions could be part of a general move toward employee empowerment.

Employees have hands-on knowledge about the kinds of behavior that can help the organization to perform well. Consider ways that you would attempt to meet the admission goals. Create a PowerPoint presentation with fifteen to twenty (15-20) slides in which you: 1. As the HR manager, propose two (2) methods that you will use to determine incentive pay. Explain if the rewards are tailored towards individual, group, and/or company performance. Explain how you as the HR manager will create an incentive pay program that will motivate employees. 2. The balanced-score card approach is useful in designing executive pay. Propose three (3) measures the HR manager can use to assess shareholder value, customer value, and employee value. 3. As the HR manager, analyze two (2) difficulties in creating a benefits package that motivates employees. 4. As the HR manager, propose three (3) incentives that can be used to motivate employees. 5. As the HR manager, examine two (2) ethical risks of making incentive pay a large portion of employees’ total compensation. Propose two (2) suggestions as to how the company could balance or reduce these risks. 6. Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources. Your assignment must follow these formatting requirements: •Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. •Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are: •Examine the influences on and various approaches to compensation. •Analyze issues related to developing and implementing employee benefit packages. •Apply relevant theories and knowledge to human resource practices in organizations. •Use technology and information resources to research issues in human resource management foundations. •Write clearly and concisely about human resource management foundations using proper writing mechanics.

Paper For Above instruction

The role of employee motivation and recognition within organizational settings has long been a critical focus in human resource management. As the HR manager of a university’s Admissions Office, the imperative is to implement effective strategies that influence employee performance toward achieving enrollment targets. This paper explores various methods for devising incentive pay systems, utilizing the balanced-scorecard framework, addressing benefits package challenges, proposing motivational incentives, and examining ethical considerations related to incentive-based compensation.

Methods for Determining Incentive Pay

In establishing incentive pay, two methods stand out: performance-based pay and profit-sharing schemes. Performance-based pay directly links individual or team accomplishments to compensation, motivating employees to meet specific enrollment goals. For instance, team bonuses could be awarded for surpassing quarterly admission targets, emphasizing collective effort. Alternatively, individual commissions or performance bonuses can recognize personal contributions, such as successful outreach or application processing efficiency.

Profit-sharing schemes distribute a portion of the university's profit among employees based on overall performance. This approach aligns employees’ interests with institutional success, fostering a sense of ownership and commitment. Both methods can be tailored towards individual achievements, team collaboration, or the broader organizational objectives, depending on strategic priorities.

The creation of an effective incentive program involves transparent criteria, regular feedback, and aligning rewards with behaviors that advance institutional goals. For instance, implementing milestone-based incentives can motivate staff to proactively engage prospective students, thereby increasing enrollment figures and supporting the university’s growth ambitions.

Balanced-Scorecard Measures

The balanced scorecard approach offers a comprehensive framework for assessing performance beyond traditional financial metrics. Three key measures include:

1. Shareholder Value: Return on investment (ROI) and revenue growth derived from increased student enrollment directly impact shareholders. Enhanced enrollment translates into higher tuition revenue, thereby increasing the university's value.
2. Customer (Student/Parent) Value: Student satisfaction surveys and retention rates serve as indicators of perceived value. These measures reflect the effectiveness of admissions and ongoing support in creating a positive student experience.
3. Employee Value: Employee engagement scores and turnover rates assess how well the university nurtures its staff. High engagement levels often correlate with increased motivation and productivity.

Implementing these measures allows the HR manager to align incentives with multiple stakeholder interests, ensuring a balanced approach to organizational success.

Difficulties in Creating a Motivational Benefits Package

Designing benefits packages that motivate employees involves overcoming certain challenges. First, balancing cost and value is complex; highly attractive benefits might strain the university’s budget, especially in the face of limited resources. Second, diverse employee needs pose a challenge—what motivates one employee may not resonate with another, necessitating flexible or customizable benefits that can be administratively demanding.

Motivational Incentives

Three incentives to motivate employees include: recognition programs, professional development opportunities, and performance bonuses. Recognition programs, such as Employee of the Month awards, reinforce positive behaviors. Providing opportunities for training and skill development can enhance job satisfaction and efficacy. Lastly, performance bonuses tied to specific enrollment metrics serve as direct financial motivators that reinforce goal-oriented performance.

Ethical Risks of Incentive Pay

Large incentive pay portions can lead to ethical risks, including unethical behavior like data manipulation to meet targets and neglecting qualitative aspects such as student well-being. To mitigate these, the organization could implement oversight mechanisms—such as audits—and promote a culture emphasizing integrity and ethical standards.

Another strategy is balancing incentives with non-monetary recognition that encourages ethical behavior, ensuring that employees prioritize quality over quantity. Establishing clear ethical guidelines and accountability measures is essential in reducing these risks.

Conclusion

Developing a strategic compensation and motivation framework that incorporates performance-based incentives, comprehensive performance assessment metrics, and ethical safeguards is vital for achieving admissions goals. Tailoring incentives to various organizational levels while maintaining ethical standards fosters a motivated, accountable workforce capable of contributing significantly to the university’s success. Ensuring that benefits are motivating, fair, and aligned with institutional values remains paramount in human resource management.

References

• Dessler, G. (2020). Human Resource Management (15th ed.). Pearson.
• Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press.
• Milkovich, G. T., Newman, J. M., & Gerhart, B. (2016). Compensation. McGraw-Hill Education.
• Armstrong, M. (2018). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.
• Snape, E., Redman, T., & Bamber, G. J. (2017). Managing Human Resources. Pearson.
• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing Human Resource Management. Routledge.
• Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2020). Managing Human Resources. Pearson.
• Lawler, E. E. (2000). Rewarding Excellence: Pay Strategies for the New Economy. Jossey-Bass.
• Werner, J. M., & DeSimone, R. L. (2019). Human Resource Development. Cengage Learning.
• Huselid, M. A. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management Journal, 38(3), 635-672.