Motivating Employees




Theemployees of any business entity or organization come as the mostfundamental aspects in the profitability and long-term, as well asshort-term sustainability of the entity. This is particularlyconsidering that their productivity has a bearing on the overallproductivity of the business entity. The acknowledgement of thisparticular aspect in the contemporary business entities has forcedmanagers to come up with ways of not only ensuring that they attractthe best and most talented employees but also retain them in theorganizations so as to safeguard productivity. In order to accomplishthis, it becomes imperative that business entities persistentlyenhance the satisfaction of their employees with not only thesalaries that they are earning in the organizations but also thesimple fact that they work in the same. This is the case for HewlettPackard’s Total Rewards Program.

TheTotal Rewards Programs aims at promoting a culture of highperformance in all levels of the organization, as well as offeringopportunities for all employees to have significant monetary rewardsin instances where the company attains strong financial results. TheTotal Rewards incorporated in the program include the base pay,variable pay, recognition and rewards programs, equity, as well asbenefits (Lauby,2005).Of particular note is the fact that the varied components of theTotal Rewards are the holistically viewed albeit with varyingemphasis on particular aspects on the basis of the capabilities andpositions of the employee. In the Total Rewards Program, theproportion of performance-based or at-risk pay would increase withthe responsibility of the job, in which case the executives havehigher proportions of performance-based pays. This means that theywould have lower overall compensation and smaller bonuses ininstances where the performance is low (Lauby,2005).As much as the aspects of the Total Rewards program are aimed atmotivating and encouraging employees in every level of the company toachieve superior results and enhance their performance, there existvariations in the emphasis on particular elements of the program onthe basis of the capacity and position of the employees to affect thecompany’s financial results.

Stillunder the Total Reward Programs, the company has inculcated theglobal wellness initiative, which is based on the comprehension ofthe fact that an investment in the prevention and health of theemployees would have a positive effect on the employees, as well asthe company in its entirety. The company’s extensive portfoliopertaining to global wellness provisions offers its employeesheath-related information, as well as the tools that would assistthem in attaining their highest potential at the community, homes andworkplaces (Lauby,2005).The employees, in this case, can access health-risk assessment tools,as well as professional guidance on demand, which is provided incollaboration with the providers of highest quality services in thehealthcare industry. This would allow for the development of personalhealth improvement plans.

Ofcourse, these motivation programs have a bearing on the productivityof the employees. First, it is noteworthy that the total reward isparticularly tied to the performance alongside the positions andresponsibilities of the individuals in question. This means that theearnings and bonuses or rewards that an individual obtains would bedetermined on the level of effort that an individual or a departmentputs in achieving particular objectives set out by the company or themanagement. This is, with no doubt, bound to give them an incentiveto put the most effort in accomplishing the goals and objectives setout for them (Fargus,2000).

Inaddition, scholars have noted that in instances where the earnings,rewards and bonuses of employees are tied to their performance, theyhave a higher likelihood at being innovative all in an effort toenhance their output and productivity within the business entity(Bruce,2003).Indeed, it is well acknowledged that the employees feel that theyhave a much more role to play in determining their own pay, in whichcase they own the processes and the jobs that they do. This would, inessence, give them an incentive to offer their best in accomplishingthe tasks, to the extent of going beyond the call of duty tosafeguard excellence and enhance the profitability of the entity(Fargus,2000).

Further,the incorporation of the wellness initiative within the program isbound to go a long way in safeguarding the productivity of theemployees. Indeed, the basis or reason for offering the program isthat healthy employees have a high likelihood for experiencing higherquality of life, as well as an enhanced personal productivity. Inaddition, individuals who discover the health problems early oftenget well at a faster rate and spend considerably less on medicalexpenses (Silverstein,2007).This program is aimed at creating or establishing a culture of healththat promotes long-term commitment to healthy lifestyles, as well asthe reduction of the health risks among the employees alongside theirfamilies. It goes without saying that in instances where the healthof the employees is enhanced and safeguarded, there would be a highlikelihood for enhanced productivity (Bruce,2003).This, as a consequence, translates to enhanced productivity for thebusiness entity.

Onthe same note, motivation programs communicate to the employees thattheir welfare and input in the business entity is not only recognizedbut also valued. Scholars have acknowledge that such recognition andvaluing of employees would have a bearing on their satisfaction inthe institution (Silverstein,2007).It is, therefore, no wonder that the company has been experiencingconsiderably low rates of employee turnover. This, with no doubt,comes with immense savings to the company particularly with regard tothe finances used in recruiting new workers and training them (Bruce,2003).Indeed, it ensures that there is an element of consistency in theproductivity of the company, which enhances the profitability in theshort-term and long-term.

Inconclusion, employee motivation comes as extremely fundamental toattaining the bottom-line for any company. Indeed, a large number ofbusiness entities have acknowledged its importance and initiatedvaried programs that would enhance employee motivation. This is thecase for Hewlett Packard, a company that has initiated a programtitled Total Rewards Program that rewards its employees for theirperformance while also incorporating a health and wellness initiativethat has the capacity to safeguard the employees’ wellbeingalongside that of their families. Such programs would not only giveemployees an incentive to perform much better but also increase thesatisfaction that they have with the organization. In addition, itwould create the impression that the employees have much more say indetermining the amount that they eventually take home, and make themfeel more valued and recognized in the organization.


Bruce,A. (2003).&nbspHowto motivate every employee: 24 proven tactics to spark productivityin the workplace.New York: McGraw-Hill.

Fargus,P. (2000).&nbspMeasuringand improving employee motivation.London: Financial Times Prentice Hall.

Lauby,S. J. (2005).&nbspMotivatingemployees.Alexandria, Va: ASTD Press.

Silverstein,B. (2007).&nbspMotivatingemployees: Bringing out the best in your people.Pymble, NSW: HarperCollins e-books.