Research Paper on:
Corporate Motivational Plan Creation and Implementation

Unformatted Sample Text from the Research Paper:
seemingly have endless energy and the desire to climb to the next level, and then the level after that, by and large employees look for external motivating factors. This is  not a mere observation. Psychological research backs up this premise. Barnett, Vitaglione, Bartel & Sanborn (2000) looked at the concept of motivation; they explored the premise that "other-oriented" assistance is  preferable over self-oriented assistance and noted the relationship between an individuals motivation for providing help and others evaluation of that individual. Clearly, motivation from external sources is desirable.  Employees who feel valued and rewarded are in fact motivated to go out and work to satisfy customers ("The incentive," 1994). A significant part of this model in  making workers feel worthy is the development of a well structured incentive program (1994). Such a program should recognize results and reward jobs well done and provide peer appreciation,  as well as awards from the company (1994) . While incentives are not a cure-all for whatever ails a business plan, it is a powerful tonic that has an overall  treatment for creating improved conditions (1994). Incentives may in any aspect of an organization create interest on all levels (1994). Incentive programs will also prompt traditional upswings in sales  and market share, so they can also strengthen productivity as well as quality and effectively reduce absenteeism (1994). They may also have a positive effect on employee turnover and  can improve general work habits (1994). Incentives may enhance attitudes of loyalty and teamwork (1994). It is important for executives and middle management to note the power of  incentives. While it appears that the firm is giving something away for nothing in the form of a variety of incentives, that is not really the case. In the end,