http://moodle.koi.edu.au/moodle/mod/resource/view.php?id=56730

ORGANISATIONAL BEHAVIOUR
TABLE OF CONTENTS
INTRODUCTION    3
MAIN BODY    3
CONCLUSION    6
REFERENCES    8
INTRODUCTION
In the modern era, most employers are looking for ways of motivating employees in order to increase work productivity and performance. Some may say motivation is intrinsic and can’t be developed through external means; others may say utterly contradictory to the above. Financial rewards are a fundamental part of the employment relationship and can be used effectively by the management in order to motivate the workforce (Kvaløy, Nieken and Schöttner, 2015).
The cu
ent study has been ca
ied out to demonstrate the organisational behaviour and motivation influenced by an initial effort that is financial rewards. Furthermore, the organisational theories that are applied in an organisational setting along with the problems associated with it the same. Moreover, the evaluation of potential organisational situations and formulation of proactive managerial interventions has been identified in the present report.
MAIN BODY
Monetary bonus or financial rewards can be a simple mechanism to motivate and influence positive employee behaviour. The cu
ent report describes the pros and cons of incentives along with the organisational behaviour theory to support the rest.
One of the key benefits of using monetary incentives is it increases employee morale and improves staff retention levels. On the contrary, the continuous use of the above tactic to increase employee morale may result in creating a view of entitlement rather than motivation.
Offering monetary incentives is an easy as well as simple way; it may include gift vouchers, event or movie tickets, vacations, or sponsored lunches. Launching a refe
al incentive programs merely takes time unlike other implementation of strategies and also do not require a lot of moving parts. However, Sarker (2015) has argued that giving incentives is a fair way for hard-working employees to pick up some extra rewards or money. As stated, it is not a long-term solution to productivity issues and can usually be viewed as short-term benefits.
Employers often seek out for innovative ways to motivate and boost the efficiency and productivity of the workforce. However, the task of keeping the workforce active is slightly tricky. Businesses are required to focus on identifying different tools and techniques which can be used to motivate workers and encourage them to give their best towards success and growth of enterprise.
Incentives have a practical impact on employees; financial rewards offer direct and lasting satisfaction and are considered a lot valuable than other motivation programs.
There are several issues related to the above, quite a times these led to different consequences because performance-based rewards encourage compliance rather than creativity and innovation among the workforce. There are probabilities that the organisation is sometimes unable to reward their workforce or employees within the specific or desired term. Also, employers are not always able to provide every deserving candidate with the incentives or rewards (Sarker, Ortega-Vazquez and Kirschen, 2015).
In such situations, employees who seek the rewards for their excellent work may get demotivated. In some cases, where employees want to achieve the target in order to earn rewards, may not be able to achieve the goal due to market-related factors...