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Authority and Reward in Organizations An International Research

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Published by Inst for Social Research .
Written in English


  • Organization Theory,
  • Case studies,
  • Organizational behavior

Book details:

The Physical Object
Number of Pages278
ID Numbers
Open LibraryOL8129097M
ISBN 10087944309X
ISBN 109780879443092

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out. Legitimate authority is found in virtually every sphere of life, although in the family it is currently the subject of considerable debate. 2. Control of rewards. This is perhaps the second most pervasive source of power. The kinds of rewards which can be a source of power or influence vary widely. In organizations, referent power is most easily seen in the charismatic leader who excels in making others feel Legitimate power - The authority granted to someone stemming from a position in a group or organization. Reward power is based on the belief that a leader controls important resources and rewards that the follower wants. for organization performance is through recognition and appreciation (Ajila and Abiloa, ). There is a need for managers to recognise employees in terms of reward increase motivation and better performance in the job assigned that is highly linked to the organization performance such as commercial banks (Jones and Culbertson ;File Size: KB. Download Complete Project / Seminar Research Material on "The Impact Of Reward System On Organizational Staff Performance" for Business Administration.

organization, and the environment surrounding the organization. Each individual brings to an organization a unique set of personal characteristics, experiences from other organizations, and personal background. Therefore, organizational behavior must look at the unique perspective that each individual brings to the work setting. Methods of Rewards. Following are the common methods of rewards that can be found in modern business organizations. Although not all these reward methods are used by the same company, the companies can adopt the best reward methods that suit the company culture and other company goals. Figure illustrates this traditional top-down flow of legitimate authority, with referent, expert, coercive and reward power also influencing the acceptance of formal authority. The bases of power or influence do not constrain the use of authority, but rather affect how the authority is exerted and accepted. This is where the meaning of total rewards starts to differ for each organization. While some companies offer competitive starting pay with limited healthcare benefits, others might pay right at market value but offer a robust benefits package. The total reward system you use will depend on the types of outcomes you’re trying to achieve.

Forward-thinking employers are treating their rewards strategies as integral to their staffing and performance management efforts—and viewing their rewards as an investment in productivity and.   Power is a universal constant: it is needed even to run the most trivial functions of an organization or project. Thus, power is a prerequisite for success, irrespective of people’s inner needs for power (Lawrence and Lorsch ).While organizational power can keep an organization in check and even spur it to growth and fame, it is equally effective in destroying the organization as well. Reward employees for changing, too. Say good-bye to the outmoded reward systems of the hierarchical command-and-control organization. The ``Reward Right Model'' helps companies undergoing ambitious change--TQM, self-directed work teams, reengineering, downsizing and more--develop a new system that replaces competition with s: 1. Tangible rewards cost an organization money. It is possible to run out of tangible rewards, and as we saw previously, an employee’s manager may not have the authority to issue the employee with a tangible reward. If a reward is given based on performance, other employees who didn’t receive the reward may feel less motivated.