managers, this means that employees must have the capability of doing the job and must regard the appraisal process as valid.
KEY POINT FOUR
Since employees have different needs, what acts as a reinforcement for one may not for another.Managers could use their knowledge of each employee to personalise the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions, autonomy.job scope and depth, and the opportunity to participate in goal-setting and decision-making.
KEY POINT FIVE
Managers need to make rewards contingent on performance. To reward factors other than performance
will only reinforce those other factors. Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee's specific goals. Consistent with maximising the impact of rewards, managers should look for ways to increase their visibility.Eliminating the secrecy surrounding pay or openly communicating everyone's remuneration,publicising
performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially
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