Introduction
Employee motivation is one of the important factors that a firm’s management should consider to retain its members of the workforce. The use of financial incentives such as a proper reward system is effective in boosting the employee morale in the workplace. According to Schlechter, Faught and Bussin (2014), a reward management system is put in place with an aim of motivating the members of the workforce to achieve their strategic goals as set by the firm’s management. Reward management is not only focused on employee benefit and pay. Notably, it is equally associated with non-financial rewards such as training, recognition, development and enhanced job responsibility (Schlechter, Faught & Bussin, 2014). Digisol can rely on a reward management system to ensure the retention of its new consultants. Arguably, with this system in place, the management will be able to motivate the members of its workforce by showing that it is committed towards reinforcing its reward practices which are aligned with the goals of the firm which includes attracting, motivating and retaining the employees.
Proposed Reward Strategy
A total reward strategy is the most effective system to be considered at Digisol for the new consultants. Pregnolato, Bussin and Schlechter (2017) state that a total rewards system will include all the efforts of the management when it comes to recruiting, retaining and motivating the members of the workforce. The total reward strategy will be composed of several elements such as benefits, compensations, professional development, work life balance and recognition. The proposed reward strategy is effective in boosting the morale of the new consultants to ensure that they put in an extra effort focused on meeting their goals and workplace objectives (Rodina, 2016). Notably, the proposed reward system will include several fundamental elements which are focused on benefiting the new consultants. The elements are addressed below.
Compensation and Benefits
Compensation and benefits is one of the fundamental elements which is included in the total reward system which makes it effective for the new consultants. Notably, the proposed element will allow the managers to establish a base salary for the new consultants while including bonuses and profit sharing. Mrkvicka (2014) reveals that benefits include employer options and mandatory programs. The mandatory programs will guide the management to include the compensation of the new employees as well as their Social Security. On the other hand, the employer options will include pension programs and vacation time (Bakoti? & Rogoši?, 2017).
Professional Development and Recognition
The total reward strategy proposed for Digisol is also appropriate since it enables the managers to implement different opportunities for training and development for the new consultants. Nthebe, Barkhuizen and Schutte (2016) note that professional development includes a wide range of learning and advancement chances. With this segment of the reward strategy, the management will create an opportunity for the new consultants to advance their skills through training and mentoring. In this case, the management will make it clear that it will cater for the extra costs associated with the training to encourage the new consultants to take part in the courses. Formal recognition for the performance of the new consultants will also be considered at this point. It is a fact that the use of incentives to recognize the performance of the members of the workforce would be effective in this case. Notably, formal recognition would encourage the new consultants to put in an extra effort in their work to ensure that they become recognized. This is a good move towards encouraging to workforce members to meet the set objectives of the firm (Rogers & Marcotte, 2010).
Employee recognition is in line with the incentive theory of motivation. Other than focusing on the intrinsic forces which exist behind motivation, the incentive theory suggests that people are attracted to behaviors which results to rewards and are discouraged from actions which can result to drastic consequences (Kim et al., 2018). Therefore, when the new consultants are recognized for their positive performance in the workplace, it is evident that they will be encouraged to put in an extra effort in the future to ensure that their efforts are continually recognized in the workplace.
Work-life Balance
The total reward strategy is also important in the case of Digisol based on the fact that it will encourage a work-life balance. Work-life balance is a situation whereby the employees are offered with an opportunity to meet their personal obligations and goals (Mabaso & Dlamini, 2018). By focusing on the work-life balance, the members of the workforce will be encouraged to put in an extra effort in their duties in the workplace since they will be informed of the fact that the management actually cares about their input and personal obligations. For instance, the management can ensure that the new consultants are provided with the chance to take a vacation with their families away from work at least once a year. Moreover, administering stress management resources is effective in communicating a message that the management is focused on the personal considerations of the new consultants which means their enhanced morale in the workplace.
Through the implementation of Herzberg’s Two Factor theory, it is evident that the factors which result to employee satisfaction will always motivate them to put in an extra effort in their tasks. Therefore, when the new consultants at Digisol are allowed to take part in their personal obligations away from work, it is evident that they will enjoy their work more since they will feel recognized and motivated.
What to Avoid
Jack, Tom and Ed should avoid rewards which results to dissection and leads to lack of employee motivation if they want to meet their set business objectives. Herzberg’s theory of motivation shows that when the hygiene factors are absent in the workplace, they will demotivate the members of the workforce to administer their duties as recommended (Bwowe & Marongwe, 2018). Therefore, the managers should avoid reward systems that do not pay enough attention on effective company policies and do not attach enough importance on employee benefits. Moreover, systems which do not support a positive relationship between the co-workers and the managers should also be avoided as this result to employee dissatisfaction which further affects their performance and morale in the workplace.
Conclusion
Conclusively, Digisol should implement a total reward system in the workplace to motivate the new consultants to put in an extra effort in their tasks. Through the total reward strategy, the new consultants will be provided with a work-life balance, an opportunity to develop their skills through paid for professional development courses, and desirable compensation and benefit packages.
References
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Bwowe, P. W., & Marongwe, N. (2018). Implementing a total reward strategy in selected South African municipal organisations. South African Journal of Human Resource Management, 16(1), N.PAG.
Kim, K., Halliday, C. S., Zhao, Y., Wang, C., & Von Glinow, M. A. (2018). Rewarding Self-Initiated Expatriates: A Skills-Based Approach. Thunderbird International Business Review, 60(1), 89–104.
Mabaso, C. M., & Dlamini, B. I. (2018). Total rewards and its effects on organisational commitment in higher education institutions. South African Journal of Human Resource Management, 16(1), N.PAG.
Mrkvicka, N. (2014). Finding, Motivating and Retaining Talent a Priority Globally. Plans & Trusts, 32(4), 32–33.
Nthebe, K., Barkhuizen, N., & Schutte, N. (2016). Rewards: A predictor of well-being and service quality of school principals in the North-West province. South African Journal of Human Resource Management, 14(1), 1–11.
Pregnolato, M., Bussin, M. H. R., & Schlechter, A. F. (2017). Total rewards that retain: A study of demographic preferences. South African Journal of Human Resource Management, 15(1), 1–10.
Rodina, N. V. (2016). What Are University Instructors Paid for: An Analysis of Compensation and Benefits Policies. Russian Education & Society, 58(7/8), 511–520.
Rogers, S., & Marcotte, S. (2010). Communicating Total Rewards?: How-To Series for the HR Professional. Scottsdale: WorldatWork Press.
Schlechter, A., Faught, C., & Bussin, M. (2014). Total rewards: A study of artisan attraction and retention within a South African context. South African Journal of Human Resource Management, 12(1), 1–15.
