This 47 page paper looks at how organisational culture can impact on the way staff are motivated though non financial rewards and incentives. The paper presents an introduction, literature review and methodology along with simulated primary research looking at how culture impacts on what types of rewards and incentives are offered, how they are perceived by the employees. The research includes observational research and the use of a survey. The bibliography cites 15 sources.
Name of Research Paper File: TS14_TEculreward.rtf
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2.1.1 Non Financial Rewards 13 2.2 Organisational Culture 15 3. Methodology 21 3.1 Methodological Framework 21 3.2 Research Approach 23 4. Research 26 4.1 Observational Research 28 4.1.1 Power Distance 28 4.1.2 Individualism Collectivism 31 4.1.3 Masculinity/femininity 33 4.1.4 Uncertainty Avoidance 35 4.1.5 Long Term Orientation 36 4.1.6 Conclusion 37 4.2 Survey Results 38 5. Conclusion 42 References 44 Appendix 1
- The Questionnaire 45 1. Introduction There is little doubt that the role employees play in an organisation can be extremely important, even providing source of competitive advantage. At the
very least a firm needs to manage employees to provide the service or goods, using their labor and their input, motivations is an important part of that management as it
impacts in attitudes and actions. The attitude that is seen in the workplace will have a direct impact on the level of productivity and level of commitment that the
employees will show to the employer. It is for this reason measures are often taken to help ensure that employees are motivated. There has been a great deal of
research concerning the issue of motivation and how it takes place in order to motivate employees in the work place to maximize or leverage the benefit of the employees labor,
skills and knowledge. The idea of economic and social man has demonstrated that motivation is more than simply financial rewards, recognition and praise as well as the employment relationship is
able to provide for needs that will motivate employees. However, when looking at different companies there are likely to be different levels
of motivation even if the same non financial rewards are offered. The same tools and strategies and provisions do not result in the same outcomes, therefore, it is not simply
a mater of implementing the strategies, there are other influences. The aim of this paper is to assess one of these influences; that of organisational culture in the way the
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