Consider Either Where You Work Or Where You Will Next Work

W1 Consider Either Where You Work Or Where You Will Next Work Think

Consider either where you work or where you will next work. Think about the organization’s circumstances, goals and needs. Write this as a short sentence.

At that same organization, consider and list, in rank order with 1 high, the elements of total rewards that are matter to you. Some of these elements may vary according to level or position. Don’t let that stop you.

Consider this week’s readings (and, of course your experience) write briefly on what you might do, when and how, to elevate what you are getting from the organization in terms of ‘total rewards’. Hints: It is usually not “Asking the boss for a raise” and you’ll certainly have to show your value.

Paper For Above instruction

In contemplating future professional endeavors, selecting an organization that aligns with my values and aspirations is crucial. Currently, I am considering my next potential workplace, which ideally should foster growth, recognize individual contributions, and offer a comprehensive total rewards package. Such an organization would be characterized by its commitment to employee development, competitive compensation, supportive work environment, and meaningful benefits. Its circumstances indicate a strategic focus on innovation and sustainability, emphasizing the importance of attracting and retaining talented personnel to achieve long-term goals.

Within this organization, the elements of total rewards that matter most to me are, in rank order: (1) recognition and appreciation, (2) flexible work arrangements, (3) competitive compensation, (4) opportunities for professional development, and (5) work-life balance. Recognition and appreciation are vital because they foster motivation and a sense of value. Flexibility in work hours and remote options support personal well-being and productivity, especially in today’s evolving work landscape. Competitive compensation is essential for financial security and acknowledgment of my contributions. Opportunities for professional development are critical for career growth and skill enhancement. Lastly, a good work-life balance ensures sustained engagement and reduces burnout, maintaining long-term productivity and satisfaction.

To elevate what I am getting in terms of total rewards from the organization, I might employ strategic actions based on my insights from recent readings and personal experience. For instance, I could proactively seek out projects or roles that offer visibility and recognition, demonstrating my capabilities to leadership. Additionally, I could network within the organization to build relationships with mentors and decision-makers, positioning myself for future opportunities or rewards.

Timing and approach are crucial. I might initiate a conversation with my manager during performance review sessions or one-on-one meetings, emphasizing my contributions and seeking feedback on ways to advance. Preparing a compelling case that highlights my achievements, skills, and market benchmarks could support my request for recognition or increased responsibilities that align with my career goals. Furthermore, I can suggest or propose flexible work arrangements that benefit both the organization and my personal circumstances, showcasing my commitment and adaptability.

While asking directly for a raise may not always be the most effective initial step, demonstrating my value through consistent high-quality work, taking on additional responsibilities, and contributing to the organization’s strategic goals can naturally position me for better total rewards. Developing a plan that includes ongoing skill development, awareness of organizational needs, and strategic visibility increases my chances of enhancing my rewards over time. In essence, a proactive, value-driven approach grounded in understanding organizational priorities and showcasing my contributions will be the key to elevating the total rewards I receive.

References

• Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6), 898–925.
• Milkovich, G. T., Newman, J. M., & Gerhart, B. (2016). Compensation. McGraw-Hill Education.
• Opatha, H. H. D. N., & Aruna, S. (2014). Total rewards and employee motivation: An empirical study. International Journal of Business and Management, 9(10), 176–187.
• Kaufman, B. E. (2015). The evolution of strategic HRM as seen through two founders. Journal of Management History, 21(4), 448–464.
• Armstrong, M. (2014). Armstrong's Handbook of Reward Management Practice. Kogan Page.
• Sanders, K. (2013). How to improve employee motivation through recognition programs. Harvard Business Review.
• Larkin, I., Pierce, L., & Gino, F. (2012). The psychological costs of pay-for-performance: Implications for motivation and sustainability. Administrative Science Quarterly, 57(3), 446–473.
• Snape, E., Redman, T., & Bamber, G. J. (2017). Managing Employment Relations. Routledge.
• Gerhart, B., & Rynes, S. L. (2014). Compensation: Theory, Evidence, and Strategic Implications. Academy of Management Annals, 8(1), 433–477.
• Bohnet, I., & Zeckhauser, R. (2004). Status recognition and performance: How economic, social and psychological rewards influence performance. Economic Inquiry, 42(2), 259–274.