Motivating Behavior With Work and Rewards

Subject: Employee Management
Pages: 2
Words: 572
Reading time:
3 min
Study level: Bachelor

Positive and Negative Elements in Employee Motivation

In the case, if an employer’s pay structure only includes flexible benefits with a limited number of available options, the positive elements in employee motivation can be determined as a higher degree of control. In other words, people are more willing to cooperate with the managers in the workplace when they can trace the dependency of their pay on the change in behavior or actions (Griffin, Phillips, & Gully, 2016). This aspect will also be promoted by the opportunity to predict the results of one’s improved performance due to imposed limitations, which imply the required level of stability.

Meanwhile, this situation also incorporates specific risks linked to the possibility of managing one’s earnings under this scheme. Thus, employees might be unmotivated if the suggested benefits do not cover their essential needs and do not allow them to “handle major expenses” (Griffin et al., 2016, p. 238). For example, if a person’s priority is paying for their children’s education, but the company does not provide for this area, its value will be insufficient (Griffin et al., 2016). Also, this negative component is complemented by the potential struggles in shifting between the options.

The Most Important Benefits

The most important benefits I would consider when finding employment are connected to the need for stability. From this perspective, they can be either presented in the form of base pay or a flexible system with limited options (Griffin et al., 2016). In the former case, this payment scheme will bring clarity and a sense of security while improving my attitude towards the performed work. It will also be advantageous from the standpoint of competition since my motivation does not depend on the possibility of enhancing the outcomes through comparison with my colleagues. This practice not only seems unfair towards the participants of projects but also indicates a stressful environment, which does not contribute to one’s overall wellbeing. In turn, in the latter situation, I would appreciate the chance to vary the payment forms while ensuring that the selected options correspond to my current needs. Thus, the benefits of this solution are evident, but the primary condition is the organization’s managers’ efforts to leave them unchanged. They will correspond to my intention to gain stability in a positive workplace.

Critical Types of Deficiencies in Total Rewards

From my perspective, there are two main deficiencies in total rewards, which can lead to the intention to seek other employment. They include the lack of clarity in the distribution of benefits and the possibility of biased attitudes towards people in a company. The first circumstance can be presented by several alarming tendencies, such as unjustified benefits for some team members without specifications of their particular contributions or managers’ preferences in terms of assigning tasks. In this situation, the problem might be linked to the neglect of individual perceptions or the emphasis on interpersonal relationships. Either way, it seems unsatisfactory and evokes my desire to change jobs. The potential prejudice in the workplace is related to the lack of flexibility in how managers view their employees. For instance, when one’s single failure determines further inadequate attitude towards this person, the change in reputation is unlikely, and it might cause the intention to leave such a company. In the end, the combination of the two challenges might be even more critical, and their presence in the workplace means the impossibility of cooperation in the future.


Griffin, R.W., Phillips, J.M., & Gully, S.M. (2016). Organizational behavior: Managing people and organizations (12th ed.). Cengage Learning.