Sorry to interrupt…

We are a charity website still in development and you could really help by telling us what you think of the site. Once you have had a chance to see the site, would you take part in a very short, confidential survey? You just have to click Launch Survey (it will open in a new window). Thank you very much.

Launch the survey No thanks

my settings

Sitewide links

Building expertise, sharing experience

Newsletter sign-up

Simply submit your email address to receive all the latest news and updates from KnowHow NonProfit – including the latest from Millcaster Tales – straight into your inbox!

Terms and conditions

 

Performance-based rewards

An average rating of 3.0540540540540541 from 74 votes | Rate this page | Rating stats

Rating statistics for this page

3.1 out of 5 from 74 votes

Breakdown

17 votes

12 votes

16 votes

16 votes

13 votes

Close

Ideas for connecting performance to rewards and why this is important.

Rewards can play an important role in motivating employees.

Victor Vroom of the Yale School of Management produced a motivational theory known as Vroom’s Expectancy Theory. The theory says that employees will be motivated to do certain things when they perceive that a certain reward will be forthcoming, so managers should tie rewards to performance.

This Wikipedia article explains Vroom's theory further.

Types of performance-based reward

Examples of rewards include:

  • pay
  • bonus
  • working on a special project / task
  • working with a particular colleague / team
  • opportunity to travel (or not) for business
  • promotion
  • secondment to another area
  • attending a course, seminar or exhibition.

Have your say

Does your organisation tie rewards to peformance? What are your views on this method?

Talk to others on the Managing staff forum.

Related content

Comments

Log in or register to add comments