According needs, and these are described in five

According to Herzberg: “Controversy to those
dissatisfiers (company policy and administrative
practices, supervision, interpersonal relationships, working conditions, and
salary) contribute very little to job satisfaction”.  (Herzberg,
1964). 

Money motivation is not always
essential issue other than its function of exchange value and the significant
difference is just a psychological sign to the employee as a pay level, certain
individuals appreciate money for alternative reasons, and there can be natural
tension amongst the extrinsic and intrinsic motives towards financial rewards
can actually depress could “crowd out” intrinsic goals, like gratification,
curiosity, learning and particular challenges. (Chamorro-Premuzic, 2013).  By overcoming financial goals self-doubt and
self-gratification can be said to be less affective and rewarding than
financial goals which are centered on family support and security. 

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ABC should consider reducing
the system of paygrade levels, and to find a reward system that can motivate
their employees, and within the grade A, those that are interested in the
managerial role are to be expected to support the performance -related pay and
to motivate employees to achieve their objectives and to reach their
outstanding levels within the grade scheme. 
This would widen and allow more employees into each of the grades, making
outstanding achievers to have a better chance of equitably and enter a higher
grade.

            Some
of these can relate to Maslow’s Hierarchy of Needs Theory, the tiers of Maslow’s
theory are we all have specific needs, and these are described in five stages.  Evidence is within the employees, esteem
needs which they have dissatisfaction; the lack of reward for their outstanding
efforts which can aggravate feelings of contempt for their employers can lead
to a low self-esteem and their confidence (Stephen P. Robbins, 2011).  If needs are unfulfilled inevitably results
will be dissatisfaction and the final self-actualisation needing for the
ability to be able to reach their full potential.   Introducing other forms of non-financial
rewards; ABC could benefit as well as the employees by designating social
meetings once a month and team building adventures outside of work, which would
reassuringly be some friendly relations between employees and staff. 

            To
develop skills and careers and have autonomy opportunity are equally as
valuable for financial rewards.  Armstrong
acknowledges the importance of motivational rewards can affect the behaviour of
individuals and teams learning and development; contributing to some successful
achievements within the company objectives and encouraging self-directed
learning (Armstrong
M. , Employee Reward, 2002).  By having a strategic method to support the
managerial and give guidance which is deficient at ABC; employees felt that
their development needs had been overlooked and annual reviews wasn’t always
carried out.  Internal promotions would rely
on their reviews and annual assessments so their opportunity for promotions was
a missed chance.  Giving employees the
chance to express what would get them motivated, and have regular reviews, would
help to restore feelings of worth towards the staff.

            More
communication is evidence thorough out, and management to communicative about
learning opportunities and developments to changes to employment conditions,
procedures, policies and organisational structure to be implemented (Armstrong M.
, Strategic Human Resource Management: , 2008).  Departmental team-brief excersises meetings to be held every
month at ABC by trained line-managements lasting a good 20-30 minutes with a
detailed minutes taken through out by a designated associate.  Which will allow management to inform the
employees of any changes this will allow better communications and give
assistants the chance to make suggestions to managers. 

            Official
appraisals to be instigated every twelve months by the line-manager and to have
6 monthly reviews, so rewards and disciplinaries haven’t been overlooked.  To have comfortable and professional approach
are required to evade any unfairness within any reports. Development of an ABC
staff intranet, would help and allow management and employees to post weekly
bulletins, that inform them of any minor changes enabling a more positive
attitude amongst employees and to encourage involvement and team building.

             

           

 

 

1         
Recruitment and Section Incorporate

 

ABC must decide how changes for Performance
Management System can affect the recruitment selection and retention.  By incorporating certain factors within their
newly-introduced planning strategy; and antedated to such fulfilment of a
particular position availability, and by defining certain skills if and when
the position needs to be filled.  As soon
as requirements been established, and basic role profiles to be drafted out;
permitting ABC to formulate person specification these will include:
qualifications, knowledge and skills, ability and experience that are necessary
for certain positions. 

Even though ABC could be
interested in retaining the current staff, and offering them new positions
internally, it would be beneficial if they planned a wide-ranging advertisement
to attract best-possible external applicants and widening the talent-pool available.  By advertising through jobsites, traineeships,
agencies, recruitment through Colleges and Universities, these may or may not
attract the candidate requirement, but it’s an effective way of starting.   They’ll
be able to advertise their extensive range of training and opportunities of
promotion, this should attract those individuals that are driven and have
prepared determination into training and progress into the area they like for a
career, especially if other awards are available within the company. 

            ABC
having attracted an adequate number of applicants then the selection process
can be implemented, and satisfactory plans to be in place for organizing of CVs
and training that can be delivered to line-managers to allow them to prepare
for interviews. Making sound applicants valuations and narrowing down
appropriate candidates for the right job.

 

 

 

 

 

2         
CONCLUSION

 

Recognising crucial elements of the new Performance
Management System at ABC, vital evidence has shown that reflections have not
been well-thought-out.  With the
nonexistence planning of line-managers training has definitely had detrimental
effect on motivation and self-confidence effect on ABC employees.  Too have supplementary rewards and
improvements with fairness can enhance employees by enlightening satisfaction
and improving contributions towards the managers and employees can help aspects
of the PMS, refining the flexibility of daily routine of procedures with a more
equivalence to all ABC staff.