Development Cooperation Handbook/How do we manage the human resources of programmes and projects?/Reward Superior Performance

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In general, organizations signal what activities they want to encourage by rewarding employees monetarily who demonstrate those activities. Monetary rewards can come in the form of increased base pay or bonuses. Individual bonuses are similar to merit pay, but they are a one-time payment that don’t increase an employee’s base pay permanently. Awards are one-time rewards, but they often are given in the form of a prize such as a sales representative receiving a vacation to Hawaii for meeting a sales goal.   Organizations also should recognize that different people value different rewards. Some workers may prefer non-monetary options.   Paid time off has become especially valuable to employees whose spouses also work. Married or single, employees can use paid time off to tend to personal affairs. Time off also allows employees to rejuvenate, returning to work refreshed and more productive.   Recognition not only acknowledges good performance, but it also confers status to employees. Some workers prefer the “social capital” of special attention for their good work more than money. Recognition programs also tend to be inexpensive for organizations to implement.   Organizations also can reward good performance by investing in employee development. The organizations pay for the employee to develop knowledge and skills that not only help him or her perform the current job but also prepares him or her for future positions. organizations that rely on innovation particularly benefit from using employee development as a reward for good performance.


Tools[edit]

Templates[edit]

Swiss sknife.png Applicant employee evaluation form
Swiss sknife.png Staff Activity Forecast and Report
Swiss sknife.png Interpersonal skill assessment
Swiss sknife.png Employee Performance Review – Peer Review
Swiss sknife.png Performance appraisal forms

Guidelines[edit]

Swiss sknife.png Key Questions for Establishing the Team Organization
Swiss sknife.png How to reach an agreement on the Employee Performance Objectives
Swiss sknife.png How to manage motivated and effective teams
Swiss sknife.png How to recognize if Team Building is successful
Swiss sknife.png How to check the level of togetherness in a team
Swiss sknife.png Measures to make teams more performing
Swiss sknife.png The 5 steps of team creation
Swiss sknife.png Checklist for Identifying Performance Problems

Swiss sknife.png Why do organisations need to plan and manage their communication?
Swiss sknife.png How team members can improve overall project communication
Swiss sknife.png Measures to make teams more performing
Swiss sknife.png Required characteristics of the project manager
Swiss sknife.png The 10 Project Management Guiding Principles

See also[edit]

In other sections of this handbook
Ezra Cornell's first book.jpg The employee empowering organization
Ezra Cornell's first book.jpg Manage the Performance of Project Team Members
Ezra Cornell's first book.jpg Team Conflict Management
Ezra Cornell's first book.jpg Decision Making in Groups
Ezra Cornell's first book.jpg Leading and Managing
Ezra Cornell's first book.jpg Team Conflict Management
Ezra Cornell's first book.jpg Decision Making in Groups
Ezra Cornell's first book.jpg Project Managers and programme Managers
Ezra Cornell's first book.jpg Determining the project manager