Management

Management Non-Financial Motivation Armstrong (1999) discusses non-financial motivation in terms of achievement, recognition, responsibility, influence and personal growth. Achievement Achievement motivation can be increased by organisations though processes and systems such as job design, performance management, and skills-based and competence-based pay schemes. Individuals in managerial, sales, marketing and research and development jobs are strongly motivated to achieve, but the aim is by no means restricted to people in those occupations or roles. Recognition Financial and non-financial rewards operate mutually to reinforce this form of reward. Recognition provided by positive and immediate feedback Responsibility Levels of responsibility vary because of a corporation’s empowerment and cultural differences. High level of responsibility as it is a small organisation. Individuals are expected to take on the three elements of a task; planning, executing and controlling. Influence The hierarchical structure and size of an organisation makes it difficult for employees to be influential. As above, size of organisation helps, but internal politics can overshadow employee’s influence. Personal Growth Important corporation as long as individual stays career, sales, responsibility, non-financial, reward, recognition, person, organisation, nortel, motivation, influence, development, archetypical, achievement, traditional, terms, system, size, point, personal, people, models, level, individuals, individual, hierarchical, growth, fine, employees, drivers, differences, corpocratic, viewing, vehicle, vary, types