Job Redesign and Workplace Reward

It is prudent to note that companies go an extra mile to include value added packages for their employees to entice them to stay with the organization as long as they are productive and their skills are advantageous to the business (Lauby, 2005). Better job re-designed coupled with an efficient and well-designed reward system is critical in determining the success of the organization.
There has been a trend in the corporate world by which organizations are transforming their business structures by ensuring their employees are more utilized by the firm while at the same time they become more productive by absorbing them from hourly workers into full-time salaried workers with more responsibilities and privileges. This is a motivation technique that seeks to incorporate the workers into the firm through extra duties aimed at making them feel more liable and responsible to the success of the organization. On the other hand, the business are reviewing their reward systems to include additional incentives and other packages that are aimed at motivating the workers to be more dedicated and productive in the organization (Hodgetts and Hegar, 2008).
Significant amounts of resources have been directed to study both intrinsic and extrinsic motivation for the organization’s management to understand the relevant changes that they need to execute to ensure there is improved performance in their organizations while at the same time ensuring the workers are motivated and retained to enhance productivity. The work culture of the modern world is always a concern. firms are aiming at cutting down on their operational costs and as a result, most firms are opting for casual hourly workers at the expense of salaried employees. Research, however, indicates that hourly employees have a high sense of extrinsic motivation but less intrinsic motivation because they obliged to perform or because of the rewards and incentives they are to receive at the end. For this