How to Recognize and Reward Employees (Worksmart Series) [Paperback]

Donna Deeprose (Author)

Book Description

Series: Worksmart Series | Publication Date: September 22, 1994

Recognition and reward are powerful tools for raising morale and boosting productivity. This guide offers ten guidelines for developing formal programmes and informal behaviours. It also describes 100 ways to recognize and reward employees - many of them for very little money. Packed with exercises, self-tests and sidebars, this book shows readers how they can: improve employee morale, productivity and quality of work; inspire high and low performers, as well as teams, to do the best possible job; use the right reward for the achievement and avoid rewards that don't work; and make recognition and rewards systems fair.

Product Details

• Reading level: Ages 17 and up
  
• Paperback: 120 pages
• Publisher: AMACOM; 1 edition (September 22, 1994)
• Language: English
• ISBN-10: 0814478328
• ISBN-13: 978-0814478325
• Product Dimensions: 9.9 x 6.9 x 0.4 inches
• Shipping Weight: 9.6 ounces
• Average Customer Review: 4.0 out of 5 stars  See all reviews (1 customer review)
• Amazon Best Sellers Rank: #2,010,126 in Books (See Top 100 in Books)

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Most Helpful Customer Reviews

33 of 39 people found the following review helpful:

4.0 out of 5 stars How to recognize & reward employees, April 27, 2000

By 

CURTIS KRISTEN COX (Manning SC USA) - See all my reviews

This review is from: How to Recognize and Reward Employees (Worksmart Series) (Paperback)

How to recognize & reward employees by Donna Deeprose, a perdition of AMACOM American management association, the work smart series. This informal book is divided in to three parts. Part 1 three reasons to recognize and reward employees. This part tells three ways to improve performance and morale. The first Is EQUITY, a fair day's work for a fair day's what? Accounting to the equity sections, all organizations acknowledge the need to establish an equitable between the employee's contribution to the organization and of the organization contribution the employee. The first thing that comes to mind is, "for a fair day's pay." But, the employee may need more from the employer the employee has every right to expect the manger to help them meet their goals. All of this can be summed up in the equity equations. First, what the employee receives from the employer must be equal in value to the quality and quantity of work done by the employee. Next, what the employee receives from the employer must be equal in value to what is received by other employees doing similar work of similar quality and quantity. Third, what the employee receives from the employer must be equal in value to what is received by people who do similar work for other organizations. Sections two, MOTIVATION, incentives to maintain and improve performance. What this book means by motivating other people is inspiring individuals and teams to do the best possible job by creating an environment in which they want to perform to the best of their abilities. As a motivator, money has three strikes against it. One, its impact is short lived. Two, what start out as a reward for exceptional performance tends to become perceived as entitlement. Three, when people are paid to do specific tasks, the money tends to supplant intrinsic motivation. If not money, then what? Many people are motivated by things that can not be measured at all. The challenge for the manager is to recognize what each employee is seeking. Then, identify ways to reward the employee by satisfying that need. Sections three, clarification, what's really important to the company? Tell employees what major function, behaviors and outcomes the organization values most. This is the function of the mission and value statements. Part two, ten Guideline for recognizing and rewarding employees. Guideline 1, Determine your goals and get employee input Guideline 2, Specify reward criteria Guideline 3, reward everyone who meets the criteria Guideline 4, Recognize behaviors as well as outcomes Guideline 5, Spin the golden rule Guideline 6, Say, "thank you" frequently Guideline 7, Nurture self-esteem and belonging Guideline 8, Foster intrinsic rewards Guideline 9, Reward the whole team Guideline10, Be careful: you get what you reward. Part three, 100 ways o recognize and reward people. Like part two, it lists some good idlers. Yes there are 100 of them so I'll share the three that I like best. 1. Work unit yearbook or "annual report" featuring accomplishments of all employees. Desktop publishing makes it possible to do a professional looking job inexpensively. Each employee gets one. Keep yours prominently displayed in your office. 2. "Do it your way." A reward for the rebel in your group who always thinks there's a better way. Perhaps there is. Give this person a chance to try, backed up by reasonable rescues. 3. A handwritten thank you note to an employee, with a copy in the recipient's personnel file. This book is very helpful to the manager. It can help managers evaluate themselves, their employees, and there organization. Assessing your own behavior is a good way to pinpoint the areas in which you might want to do more toward recognizing and reward employees in your organization.