Theories Supporting the Benefits of Tangible Rewards in Motivation

The Implications of Maslow's Hierarchy of Needs

The in-depth understanding of the science behind employee motivation Perks uses to develop the highly effective and efficient incentive solutions also draws on the rudimentary theories of human behavior. While the implications of these theories on employee motivation are limited, they provide some valuable insights, as highlighted below.

The Implications of Maslow's Hierarchy of Needs

Before considering a performance improvement program, monetary or basic needs must first be met by existing compensation. An incentive program should be targeted at an individual's psychic income needs. Cash can be confusing because it may go to monetary needs. Select awards that are unique and relevant to the participant, so they may gain tangible evidence of their achievement and fulfill their need for acceptance, recognition and personal esteem.

Perks provides the program participants with a gallery view of thousands of products they are able to acquire upon the target achievement. Consequently, these awards appeal to the employees' higher needs thus increasing the aspirational and in turn motivational value.

The Implications of Skinner's Behavioral Model

Incentive programs are largely based upon the Behavioral Model which was derived from the work of noted psychologist B.F. Skinner. The model explains how positive consequences can dramatically impact an individual's behavior. Processes providing positive consequences help organizations achieve business results. In order to change behavior, participants must understand what you want them to do and what they will receive for doing it. Participants must also receive constant feedback to know where they stand in relation to the goal.

Perks can plan, design, implement, and monitor incentive programs that will maximize the employee performance by encouraging employees to work to their fullest potential.

The Implications of the Bell Curve

The majority of employees are average performers. At either end are the top and bottom performers. Top performers (10%) will always be at the top. They have the skills and are self-motivated to consistently perform at a higher level. The lower-end performers (10%) will always be at the bottom. There is little anyone can do to move these people to perform at a higher level.

However, Perks' incentive program will concentrate on those who will have the greatest impact on the company's objectives. If an incentive program is targeted at moving the middle 80% to achieve greater results, the bell curve will shift driving more individuals toward top performance. Our incentive programs are custom designed and executed with great care to the employee needs and environment in which they operate.