Page 107 - Appreciating Organization's Biggest Assets

• Available Research studies, or meet all of their requirements
journals, reports, articles (Lai, H-H. 2011).Some benefits

• Data from an online source of a successful compensation
system, according to Milkovich and
Literature review Newman, include:

I. Development of Fringe • People join a firm due of
Benefits pay structures
a brief discussion of a few of the • People join company
variables that have influenced the because of pay structures
growth of fringe benefits recently.
They are as follows: • People stay in a company
because they will be paid.
a) The rise of human
management • People work harder because
they are paid more
b) The demand for economic
security The most popular theories on the
motivational principal center on
c) The growth of unions in the notion that an employee’s needs
membership and economic power, affect his motivation. Physiological
d) The implementation of pay or psychological deficits that cause
restrictions during World War II a specific conduct in the employee
could be regarded as their needs.
II. Job and Benefits Satisfaction Employee demands may change over

In the modern workplace, a manager time and space and are influenced
must be completely conversant with by environmental and extrinsic
both the many cultural practices variables. This suggests that when
and the HR policies. To determine wants are partially met, people will
the greatest practical options respond in order to meet those
for an ideal incentive strategy. It needs (John W. Newstrom. 2007)
would ultimately result in higher III. Herzberg’s Two-Factor
individual and organizational Theory
performance if all these elements
were successfully applied in the According to the two-factor
organization. The manager is able theory, (also known for dual-factor
to create a motivating environment or motivation-hygiene theory),
where his employees are motivated some organisational characteristics
to do well and find job happiness, contribute to job satisfaction while
but he cannot force them to perform others have the opposite effect.

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