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Theory M: Motivating with Money

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Essay / Research Paper Abstract

This 3 page paper summarizes Tim Weaver's article about motivating hourly employees by providing extra compensation for increased effort. Also discusses the differences in attitudes between salaried and hourly employees. Bibliography lists 1 source.

Page Count:

3 pages (~225 words per page)

File: D0_HVMotMon.rtf

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Unformatted sample text from the term paper:

makes an important distinction between the types of employees who work in such places: there are salaried employees and hourly workers. The salaried employees are likely to be building careers with the company, and see themselves as integral to its success (Weaver, 1988). The company in its turn encourages them to see themselves as valued assets, and helps them "carve out" a career path that may span many years with the same corporation (Weaver, 1988). Finally, salaried employees are working in positions that are unique to the company, whether they are marketing managers or sales people, executives or engineers (Weaver, 1988). They are doing jobs and hold positions that are unique to that one particular organization (Weaver, 1988). Hourly workers are not in the same position at all. Their skills (waiting table, cleaning, even cooking) can be done for any company, because everybody needs to eat and wants a clean bed to sleep in (Weaver, 1988). Because their skills can be used by many different companies, they are not likely to develop loyalty toward one (Weaver, 1988). Therefore, motivational techniques (such as bonuses for increased production, stock options, or mentoring during the career building process) hold no appeal for them (Weaver, 1988). They rarely feel that they are contributing much to the overall success of the company; and the unfortunate result is that the company tends to regard them as little more than faceless, interchangeable cogs in the machinery-easily replaced and not worth much money (Weaver, 1988). Not surprisingly, hourly workers are often resentful of the salaried employees, and have generally lower morale, with all the problems that go with it (Weaver, 1988). Its generally accepted that most people dont work just to make money; high paychecks are no guarantee of ...

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