Creating a Social Program
Designing a Reward System for a Human Service Organization
When designing a reward system for a human service organization it is important to note that persons who work in the human service industry do so because it makes them feel good to help others and to achieve positive results. It is important that employees receive bonuses and pay raises for their accomplishments, however receiving praise and recognition is important as well. Applauding employees who help to create an environment conducive of high performance, and persistently meets expectations, will go a long way in motivating other employees, and creating a positive work environment.
The first step in creating a reward system is to consider the expectations for performances in your human service organization. List all of the jobs, what the expectations for performance of each job are, such as: Completing paper work in a timely manner, keeping in contact with clients and client satisfaction, actively contributing ideas ,attending meetings ,and training within the organization. According to Health Manpower management “It is suggested that managing performance should not just be a once-a-year appraisal of people, but should be a dynamic process integrating the various aspects of organizational and human resource management, including staff appraisal and development, as well as quality, standards, targets, and outcomes”. ( Brierley, S. (1997)
The five levels of need developed by Maslow (1962) are used as a framework to assist in understanding the concept of motivation in the work place. The five levels of need are physiological, safety and security, social/affiliation, esteem recognition, and self-actualization. Employees will need to feel a sense of satisfaction within the work place, as well as stability, if employees are often terminated as opposed to using a reward system, there will be a lack of trust and an atmosphere of unproductivity in the organization. Salary increases and job security
When designing a reward system for a human service organization it is important to note that persons who work in the human service industry do so because it makes them feel good to help others and to achieve positive results. It is important that employees receive bonuses and pay raises for their accomplishments, however receiving praise and recognition is important as well. Applauding employees who help to create an environment conducive of high performance, and persistently meets expectations, will go a long way in motivating other employees, and creating a positive work environment.
The first step in creating a reward system is to consider the expectations for performances in your human service organization. List all of the jobs, what the expectations for performance of each job are, such as: Completing paper work in a timely manner, keeping in contact with clients and client satisfaction, actively contributing ideas ,attending meetings ,and training within the organization. According to Health Manpower management “It is suggested that managing performance should not just be a once-a-year appraisal of people, but should be a dynamic process integrating the various aspects of organizational and human resource management, including staff appraisal and development, as well as quality, standards, targets, and outcomes”. ( Brierley, S. (1997)
The five levels of need developed by Maslow (1962) are used as a framework to assist in understanding the concept of motivation in the work place. The five levels of need are physiological, safety and security, social/affiliation, esteem recognition, and self-actualization. Employees will need to feel a sense of satisfaction within the work place, as well as stability, if employees are often terminated as opposed to using a reward system, there will be a lack of trust and an atmosphere of unproductivity in the organization. Salary increases and job security
References: Brierley, S. (n.d). Take forth your human resource agenda - Manage performance and reward. vol. 19, no. 3 (1993), p. 18-19 Salie, S., & Schlechter, A. (2012). A formative evaluation of a staff reward and recognition programme. SA Journal of Human Resource Management, 10(3), 1-11. Retrieved from http://search.proquest.com/docview/1034970120?accountid=458; http://linksource.ebsco.com/linking.aspx?genre=article&issn=16837584&volume=10&issue=3&date=2012-09-01&spage=1&title=SA+Journal+of+Human+Resource+Management&atitle=A+formative+evaluation+of+a+staff+reward+and+recognition+programme&au=Salie%2C+Saleemah%3BSchlechter%2C+Anton&isbn=&jtitle=SA+Journal+of+Human+Resource+Management&btitle= A formative evaluation of a staff reward and recognition programme. SA Journal of Human Resource Management, 10(3), 1-11. Retrieved from http://search.proquest.com/docview/1034970120?accountid=458; http://linksource.ebsco.com/linking.aspx?genre=article&issn=16837584&volume=10&issue=3&date=2012-09-01&spage=1&title=SA+Journal+of+Human+Resource+Management&atitle=A+formative+evaluation+of+a+staff+reward+and+recognition+programme&au=Salie%2C+Saleemah%3BSchlechter%2C+Anton&isbn=&jtitle=SA+Journal+of+Human+Resource+Management&btitle=