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Essay / Research Paper Abstract
A 4 page paper discussing the situation of a computer software company which is paying top programmers’ salaries in the area, but still is losing its best talent to other employers. It seeks to implement a structure more conducive to employee loyalty, particularly among its programmers. The paper discusses the benefits of allowing the programmers to work as self-directed work teams fully accountable for the final product. Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: CC6_KSmgmtEmpLoyal.rtf
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Unformatted sample text from the term paper:
is paying top programmers salaries in the area, but still is losing its best talent to other employers. It seeks to implement a structure more conducive to employee loyalty,
particularly among its programmers. Building a Sense of Community Too many employers believe that employee motivation rests in monetary rewards, without either realizing
or acknowledging individuals needs for recognition. Formal studies and informal surveys alike reveal that while managers often will list money as the top factor in motivating employees, the employees
themselves are much more likely to list first their desire for recognition, for someone to let them know they truly have done a good job. James Champy (1998) of
reengineering fame goes so far as to say that the annual bonus is about as motivating as is the old Christmas turkey. Maslows
hierarchy of needs provides a better set of indicators. Pay is only a beginning point, not the sole reason that workers remain with their companies. Having a voice
and being able to truly make a difference comes in much higher, falling into Maslows third level in his hierarchy, that which he labels "belonging."
Years of tradition dictate that the root of employee motivation is money, that employees will work harder and more productively just for the promise of higher pay.
Practice and astute observation, however, reveals that the tradition may only be a myth with very little base in fact. Spitzer (1996) goes so far as to say "Sometimes
a jelly doughnut or a handshake is as effective, if not more effective, than a monetary bonus" (p. 45), and adds, "Despite unprecedented efforts to motivate employees, employee motivation is
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