Audio Software icon An illustration of a 3. Software Images icon An illustration of two photographs. Images Donate icon An illustration of a heart shape Donate Ellipses icon An illustration of text ellipses. EMBED for wordpress. Want more? Advanced embedding details, examples, and help! Informal rewards. Awards for specific achievements and activities. Formal rewards.
Skip to search form Skip to main content Skip to account menu You are currently offline. Some features of the site may not work correctly. Whether you manage a department, oversee a division, lead a company -- or run a family business with just one employee -- there's an essential principle to follow that's too often overlooked: What most motivates the people who work for you is recognition.
A chock-full… Expand. Save to Library Save. Create Alert Alert. Share This Paper. Background Citations. Results Citations. Citation Type. Has PDF. Publication Type. More Filters. Ranking of employees' reward and recognition approaces: A Malaysian Perspective.
Employees who perform exceptionally well, expect that their contributions will be recognized or they … Expand. Also, descriptions are generally very brief, failing to explain how or why strategies work. Since organizations using the strategy are named, readers could attempt to contact them for specifics.
Having indicated major weaknesses inherent in brief descriptions, attention should also be given to a number of strengths in this work. First, Nelson provides an extremely large number of suggested tactics. Often failure to uncover new ideas for you organization is a major limiting factor in program innovation.
Sheer numbers available here will likely lead to fruitful ideas. Two small section discuss no-cost and low-cost rewards. Additionally, other sections, which are generally organized around type of reward, offer strategies with various levels of financial cost and time commitment. Third, while the title suggests the book is written specifically for employees of for-profit organizations, many of the suggestions are equally feasible for staff and volunteers of not-for-profit organizations.
This is particularly important because many not-for-profit organizations have an extremely small public relations staff. Ideas in this book can substitute for ideas generated by coworkers.
Many public relations professionals attend meetings or participate in computer discussion groups to gather ideas from colleagues. Nelson has taken various ideas for motivation and created a fine reference manual. Should this be required read- ing for all public relations practitioners and educators? Probably not. Should it be a readily available reference for individuals involved in employee motivation?
Charles A.
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