STAFFING

Lesson 1:
STAFFING
MANAGERS OFTEN
CONSIDER HUMAN
RESOURCES as their
organization’s most
important resources
 OBJECTIVES
1. Discuss the nature of
staffing
2. Explain the steps in the
recruitment and selection
process
3. Recognize the difference
training programs
on compensation and wages and
performance evaluation or
appraisal
[Link] the importance of
employee relations
[Link] various employee
movements
[Link] the importance of
DEFINITION AND NATURE
Staffing, according
OF STAFFING to DYCK
and NEUBERT (2012) is the
Human Resources function to
identifying, attracting, hiring,
and retaining people with the
necessary qualifications to fill
he responsibilities of current
and future jobs in the
THE MANAGEMENT
AND NON –
MANAGERIAL
HUMAN RESOURCES
INVENTORY
Awareness of the management
potential within an organization
can be accomplished with the use
of an inventory chart, also called
management succession
/replacement chart. This chart is
similar to the general organization
chart use by company but limited
to managerial positions and the
The need for non- managerial
human resources may be
ascertained by the use of a
general organization chart to
identify vacant job positions that
need to be filled or by direct
reports from department/unit
heads or supervisor. Managers
need not make detailed
succession planning, as these job
Suggestions for internal
replacement or successors for
vacant non-managerial positions
are usually done as the need
arises. External recruitment also
follows if no one within the
organization is fitted for the job
positions that was declared
vacant.
Organizati
on Chart
 STAFFING HAS TWO
MAIN COMPONENTS
•RECRUITMENT – The
process of identifying and
attracting the people with the
necessary qualifications.
•SELECTION – Is choosing
who to hire.
 STAFFING STEPS
1. Identifying of job position
vacancies, job requirements, as
well as work for requirements
2. Checking internal
environment of the organization
for human resources
3. External recruiting
4. Selecting those with essential
qualifications for job opening
5. Placing the selected applicant
6. Promoting
7. Evaluating performance
8. Planning employees career
9. Training of human resources
10. Compensating human
resources
 EXTERNAL AND
INTERNAL FORCES
AFFECTING
PRESENT AND
FUTURE NEEDS FOR
HIMAN RESOURCES
EXTERNAL FORCES include
economic, technological, social,
political, and legal factors.
INTERNAL FORCES the firms
goal and objectives, technology,
the types of work that have to be
done, salary scales, and the kinds
of people employed by the
company.
 Lesson 2:
In theRECRUITMENT
event a job opening,
administrators must be careful
when recruiting and choosing
who to bring into the
organization. They must see to
it that their new recruit
possesses the knowledge and
skills needed to be successful in
suited for the job position and the
job design.
RECRUITMENT MAY
EITHER BE:
• EXTERNAL
RECRUITMENT – outside
sources are considered in the
process of locating potential
 and encouraging them to apply
for actual or anticipated job
vacancies. Unsolicited
applications and referrals from
employment agencies and schools
are examples of sources outside
the company from which
management could select an
applicant who best fits the job
INTERNAL RECRUITMENT
– filling job vacancies can be done
through promotions or transfer of
employees who are already part of
organization. In other words,
recruitment is within the
organization.
 METHODS OF
EXTERNAL AND
INTERNAL
RECRUITMENT
 EXTERNAL RECRUITMENT
METHODS

•ADVERTISEMENT – Though
website, news papers, trade
journals, radio, television,
billboards, poster, and e – mails
among others.
APPLICATIONS – Received by
employers from individuals who
may or may not be qualified for
job openings.
•INTERNET RECRUITING –
Independent job boards on the
WEB commonly used by job
seekers and recruitments to
•EMPLOYEE REFERRALS –
Are recommendations from the
organizations present employees
who usually refer friends and
relatives who they think are
qualified for the job.
•EXECUTIVE SEARCH FIRMS
– Also known as “ HEAD
HUNTERS” help employers find
with qualifications that match the
requirements of the job opening
that their client company hopes to
fill.
•EDUCATIONAL
INSTITUTIONS – Good sources
of young applicants or new
graduates who have formal
training but with very little work
who may have the necessary
needed for the said job position.
•PROFESSIONAL
ASSOCIATION – May offer
placement services to their
members who seek employment.
Employers may make use of the
listings that they publish in their
journals regarding members who are
•LABOR UNIONS – Possible
sources of applicants for blue –
collar and professional jobs.
•PUBLIC AND PRIVATE
EMPLOYMENT AGENCIES –
May also be good sources of
applicants for different types of
jobs vacancies for they usually
PRIVATE charge fees from both job
applicant and the employers
soliciting referrals from them.
INTERNAL RECRUITMENT –
Is done within the organization.
 EXTERNAL RECRUITMENT
ADVANTAGES
1. Advertising and recruiting
though the internet reach a large
number of possible applicants,
thus, increasing the possibility of
being able to recruit applicants
suited for job.
applications and resumes though
their own initiative are believed to
be better potential employees
they are serious about getting the
job.
3. Employee referrals from
outside sources are believed to be
high quality applicants because
employees are generally hesitant
4. Executive search firms usually
refer highly qualified applicants
from outside sources because
they make an effort to check
applicants qualifications before
recommending them to clients
firm who pay for their services.
5. Educational institution know
the capabilities and qualifications
Graduates, hence, increasing the
chances of their ability to refer
qualified applicants and potential
employers.

EXTERNAL RECRUITMENT
DISADVANTAGES
the orientation and training of a
newly hired employees from
outside sources, as well as sorting
out large volumes of solicited or
unsolicited job application present
challenges in budgeting time and
money.
2. Possibility of practicing bias or
entertaining self-serving motives
 employees and in the
recommendation of private
employment agencies of job
applicants.
INTERNAL RECRUITMENT
ADVANTAGES
1. Less expenses are required for
internal recruitment advertising,
news, letters, bulletin boards, and
Of internal communication may
disseminate information to
current employees interested to
apply for job opening within the
company .
2. Training and orientation of
newly promoted or transferred
current employees are less
expensive and do not take too
much time since they are already
3. The process of recruitment and
selection is faster because the
candidate for transfer or
promotion is already part of the
organization.
INTERNAL RECRUITMENT
DISADVANTAGES
1. The number of applicants to
choose from is limited.
2. Favoritism may influence a
manager to recommend a current
employee for promotion to a
higher position.
3. It may result in jealousy among
other employees who were not
considered for the position. Some
may also accuse the management
of bias for choosing an employee
who is perceived to be less
 Lesson 3: SELECTION
In many companies, selection is
continuous because of fast
turnover, resulting in vacancies
that have to be filled. Another
reason for this is the review of
applicants on the waiting list.
THE SELECTION PROCESS
TYPICALLY INCLUDES THE
FOLLOWING STEPS.
CRITERIA – selecting human
resources in an organization
requires understanding of the
nature and purpose of the job
position which has to be filled. Job
design must be based on the
objective analysis of position
requirements and must meet both
organizational and individuals
COMPLETE RHE APPLICATION
FORM – application forms must be
completed because these provide
the needed information about the
applicant. Management will find it
easier to decide whether an
applicants meets the minimum
requirements for experience,
education, etc., If the applicant
3. SCREENING BY LISTING
APPLICANTS WHO SEEM TO MEET
A SET CRITERIA – This involves the
preparation of a shortlist of
applicants who meet the minimum
requirements of the job position
to be filled. It is done to avoid
wasting time by conducting an
interview with applicants who do
not meet the set of criteria for the
Step 1 – DERTERMINING A NEED
Job analysis
Step 2 – APPLICATION SEARCH AND
SELECTION.
A. Recruitment
B. Screening and selection
C. Interviews
PROCESS
A. Making a decision
B. Notification and employment
offer

Step 4 – ADAPTATION TO THE

WORK PLACE
Orientation
4. SCREENING INTERVIEW TO
IDENTIFY MORE PROMISING
APPLICANTS – Here, a shortlist of
applicants is prepared. Include in
the list are applicants who will
asked to undergo formal interview
by the supervisor/manager,
applicants who are deemed to be
the most fitted for the job opening
5. INTERVIEWER BY THE
SUPERVISOR/MANAGER OR PANEL
INTERVIEWS – through formal
interview of the most promising
applicants, other characteristics
of the applicants may be revealed
or observed by the
supervisor/manager. Such
characteristics include the
honesty, ability to relate well with
others. Interviewers must be
trained so that they know what to
look for.
6. VERIFYING INFORMATION
PROVIDED BY THE APPLICANT – to
make sure that the applicant has
not given false information about
himself or herself, verification is
 also be done to avoid the hiring
of applicants with criminal record
and ascertain that he or she has
good moral character.
7. REQUESTING THE APPLICANT
TO UNDERGO PSYCHOLOGICAL
AND PHYSICAL EXAMINATION –
having a healthy mind and body is
important for good performance.
 must be requested to undergo
psychological and physical
examination prior to hiring.
8. INFORMING THE APPLICANT
THAT HE/SHE BEEN CHOSEN FOR
THE POSITION APPLIED FOR –
informing the applicant may be
done verbally or in writing by the
managers who give the final
decision regarding the applicant’s
Instructions regarding the
company’s rules and regulations
for hiring an applicant must be
given in this step
INTERVIEW are important in
determining the qualifications of
an applicant and gauging his or
her ability to perform a job.
Interviews may come in different
TYPES OF JOB
INTERVIEWS
STRUCTURED INTERVIEW – the
interview ask the applicant to
answer a set of prepared
question, situational, job
knowledge, job simulation, and
worker requirement questions.
UNSTRUCTURED INTERVIEW – the
interviewer has no interview guide
and may ask questions freely.
ONE – ON – ONE INTERVIEW – on
interviewer is assigned to
interview the applicant
PARNEL INTERVIEW – several
interviewers or panel interviewer
may conduct the interview of
applicants, three to five
interviewers take turns in asking
questions.
 TYPES OF
EMPLOYMENT TEST
INTELLIGENT TEST – designed to
measure the applicants mental
capacity test his/her cognitive
capacity, speed of thinking, and
ability to see relationships in
problematic situations.
PROFICIENCY AND APTITUDE TEST
– tests his/her present skills,
potential for learning skills.
PERSONALITY TEST – designed to
reveal the applicants
characteristics and ability to
relate with others.
VOCATIONAL TEST – test that show
the occupation best suited to an
PROCESS
In reality, there is no one perfect
way to select a firm’s human
resources, predicting performance
is difficult as there is difference
between what individuals can do
at present and what they will do
in the future. This is because a
person’s needs and wants change,
The fact that many selection
approaches and test have
been devised is enough proof
that the management experts
are still in search of what
could be done to improve the
present selection process.
 Lesson 4: TRAINING
AND
Both DEVELOPMENT
training and development
are essential to achieve success
in today’s organizations. In
order to have an edge over their
rival organizations, managers
must see to it that their human
resources have the necessary
knowledge and expertise,
end by providing continuous
learning activities and
opportunities. The typical scope of
training covers the following
procedures
CONDUCTING THE TRAINING
NEEDS ASSESSMENT
Training needs assessment must
be done systematically in order to
condition and economic, strategic,
and technological changes that
are happening in the
organizations environment before
proceeding to the analyses of the
organization, task, and
persons/individuals
, as well those are determinants
of training types required for the
PROGRAM
This phase involves stating the
instructional objectives that
describe the knowledge, skills,
and attitudes that have to be
acquired or enhanced to be able
to perform well. In short, these
are performance – centered
objectives that must be aligned
trainee readiness and motivation.
This refers to the trainees
background knowledge and
experience, so that the training to
be given to them will not go to
waste. Different learning
principles, like using modeling,
feedback and reinforcement,
massed vs. distributed learning,
IMPLEMENTING THE
TRAINING PROGRAM
Various types of training program
implementation include: ON – THE
– JOB training, classroom
instruction, audio – visual method,
simulation method, and e-
learning.
The positive effects of the training
program may be seen by
assessing the participants
reactions, their acquired
learnings, and their behavior after
completing the said training. The
effects of training may also be
reflected by measuring the return
on investment (ROI) or though the
training investment.
EMPLOYEE DEVELOPMENT
Developing employees is a part of
an organization’s career
management program and its goal
is to match the individual’s
development needs with the
needs of the organization. The
individual employee must know
knowledge, skills, abilities,
values, and interests, so that he
or she could also identify the
career pathway that he or she
would like to take. Although he or
she is encourage to take
responsibility for his or her own
career, the organization must, at
regular intervals, provide him or
Organizations plans or direction
that may be related to his or her
own career plans. This scheme
establishes a favorable career
development climate for him or
her, which lead, ultimately, to the
blending of his or her career
development goals with
organizational goals.
 Lesson 5:
COMPENSATION /
WAGES AND
PERFORMANCE
EVALUATION
performance evaluation are
related to each other because
employees excellent or poor
performance also determines the
compensation given to them, after
considering other internal and
external factors like the actual
worth of the job, compensation
strategy of the organization,
conditions of the labor market,
DIRECT COMPENSATION –
includes worker’s salaries,
incentive pays, bonuses, and
commission
INDIRECT COMPENSATION –
includes benefits given by
employers other than financial
remunerations; example: travel,
educational and health benefits
recognition programs, being
assigned to do rewarding jobs, or
enjoying management support,
ideal work environment, and
convenient work hours.
CONNECTING
COMPENSATION TO
ORGANIZATIONAL
OBJECTIVES Worker
compensation (both local and
global), required skills from
workers, and changes in
technology, among others. Along
with these, organizations pay
philosophies have also changed.
Instead of paying employees
based mainly on their job
positions or titles, they are now
have contributed to there
company’s success. Wage experts
now prepare compensation
packages that create value for
both the organization and it’s
employees.
COMPENSATION: A
MOTIVATIONAL FACTOR
PAY EQUALITY - related to fairness;
the EQUALITY THEORY is a
motivation theory focusing on
employees’ response to the pay
that they receive and the felling
that they receive less or more than
they deserve. Pay equality is
achieved when the pay given to
them by their employers is equal
theory of motivation which
predicts that employees are
motivated to work well because of
the attractiveness of the rewards
or benefits that they may possibly
receive from a job assignment.
BASES FOR COMPENSATION
Piecework basis – when pay is
computed according to the
Hourly basis – when pay is
computed according to the
number of work hours rendered
Daily basis – when pay is
computed according to the
number of work weeks rendered
Monthly basis – when pay is
computed by the number of work
months rendered
influenced by internal and
external factors. Among the
INTERNAL FACTOS are the
organizations compensation
policies, the importance of the
job, the employees
qualifications in meeting the job
requirements, and the
employees qualifications
financial stability. EXTERNAL
supply, area/regional wage rates,
cost of living, collective
bargaining agreements, and
national and international laws,
among others.
PURPOSES OF
PERFORMANCE
EVALUATION:
ADMINISTRATIVE AND
Administrative purpose – these
are fulfilled through
appraisal/evaluation programs
that provide information that may
be used as basis for compensation
decisions, promotions, transfers,
and terminations. Human
resources planning may also make
use of it for recruitment and
are fulfilled through
appraisal/evaluation programs
that provide information about
employees performance and there
strength and weaknesses that
may be used as basis for
identifying their training and
development needs. Through this
approach, the workers become
Organizations management
regarding the importance of
having evaluations intervals that
these are conducted to improve
their competencies in order to
prepare them for future job
assessment.
Different performance appraisal
methods are used depending on
the information an evaluator aims
METHODS
Trait methods – performance
evaluation method designed to
find out if the employee possess
important work characteristics
such as consciousness, creativity,
emotional stability, and others
Graphic rating scales –
performance appraisal method
Characteristic to be evaluated is
represented by a scale on which
the evaluator or a rater indicates
the degree to which an employee
possess that characteristics.
Forced – choice method –
performance evaluation that
requires the rater to choose from
two statements purposely
designed to distinguish work fast;
(BARS) – a behavioral approach to
performance appraisal that
includes five to ten vertical scales,
one for each important strategy
for doing the job and numbered
according to its importance .
Behavior observation scale (BOS)
– a behavioral approach to
observed behavior.
WHY SOME EVALUATION
PROGRAMS FAIL
Performance appraisal (such us
manager/appraisal, self –
appraisal, subordinate appraisal,
customer appraisal, peer
appraisal, team appraisal, or 360
degree appraisal) may sometimes
• inadequate orientation of the
evaluatees regarding the
objectives of the program.
• incomplete cooperation of the
evaluatees (e.g. proper answering
of evaluation questionnaire)
• bias exhibited evaluators
• inadequate time for answering
the evaluation forms.
• ambiguous language in the
• employees job description is not
properly evaluated by the
evaluation questionnaire used
• inflated ratings resulting from
evaluators avoidance of giving low
scores
• evaluators appraisal Is focused
on the personality of the evaluate
and not his or her performance
• Unhealthy personality of the
evaluator
• evaluator may be influenced by
organization politics
 Lesson 6: EMPLOYEE
RELATIONS
Employee relations applies to all
phases of work activities in
organization, and managers, to be
effective, must be able to
encourage good employee
relations among all resources
under his or her care.
RELATIONS AND SOCIAL
SUPPORT
Social support is the sum total of
perceived assistance or benefits
that may result from effective
social employee relations. The
quantity and quality of an
employees relationship with
others determine social support
In short, social report and
effective employee relations must
always go together like a “ horse
and carriage” where one would be
useless without the other.
Therefore, without social report,
effective employee relations is not
possible and without effective
social employee relationships,
social support, likewise, is not
BARRIERS TO A GOOD
EMPLOYEE RELATIONS
• anti – social personality refusal
to share more about oneself to co
– em – ployees being a loner
• lack of trust in others
• selfish attitude; too many self –
serving motives
• lack of good self-esteem
• not a team player
• being conceited
• cultural/subcultural differences
• lack of cooperation
• communication problems;
refusal to listen to what others
seek to communicate
• lack of concern for others
welfare
BARRIERS TO GOOD
EMPLOYEE RELATIONS
• develop a healthy personality to
overcome negative attitudes and
behavior
• find time to socialize with others
• overcome tendencies of being
too dependent on electronic
gadgets
• minimize cultural/subcultural
tension
3 types of employees
Engaged
• employees who work with
passion and feel a deep
connection with there company
• they drive innovation and moved
the organization forward
Not engaged
• employees who are essential
“checked out”
• they put time, but not energy or
passion, into their work
Actively disengage
• employees who are not only
unhappy at work but also act out
their unhappiness
• they undermine what their
MOVEMENTS
A labor union is a formal union of
employees/workers that deals
with employees, representing
workers in their pursuit of justice
and fairness and in their fight for
their collective or common
interests.
Employees or workers unionize
because of financial needs, unfair
A. Financial needs - - complaints
regarding wages or salaries and
benefits given to them by the
management are the usual
reasons why employees join
labor unions
b. Unfair management practices –
perceptions of employees
regarding unfair or biased
managerial actions are also
reasons why they join mass
movements; examples of lack of
fairness in management are
favoritism related to promotion
and giving of training
opportunities and exemption from
c. Social and leadership concerns –
some join unions for the
satisfaction of their need for
affiliation with a group and for the
prestige associated with
coworkers’ recognition of one’s
leadership qualities
Steps in Union Organizing
Step 1. Employee/union contact –
To explore unionization
possibilities, employees weigh the
advantages and disadvantages of
seeking labor representation
while the union officers
Gather more data about the
employees’ complaints, as well as
data about the employer’s
management styles, financial
stability, policies, etc. These
actions by employees and union
officers are necessary to build a
case against the employer and a
defense for the employees’
Step 2. Initial organizational
meeting – This is conducted to
attract more supporters and
select potential leaders among
the employees who can help the
union organizers. Information or
data obtained in Step 1 will be
used by the organizers to meet
the employees’ need to explain
the means to accomplish their
Union Managem
claim ent
proposal
Negotiato
rs 3rd
Collective
party
agreemen
referral
Step 3. Formation of in-house
organizing committee – This starts
with identification of employees
who are ready to act as leaders in
campaigning for their goals, in
trying to get the interest of the
other employees to join their
movement, and in convincing
employees to sign an
represented by a labor union in
collective bargaining with their
employer. The strength of the
union is shown by the number of
employees who signed the
authorization card. At least 30
employees must sign the said card
before the National Labor
Relations Commission (NLRC)
Step 4. If a sufficient number of
employees support the union
movement, the organizer requests
for a representation election or
certification election A
representation petition is filed
with the NLRC asking for
The holding of a secret ballot
election to determine the
employees’ desire for
unionization. Before the election,
leaders campaign for employees
support of the election and
encourage them to cast their
votes. Intense emotions are
shown by employees, the labor
group, and the employers during
Step 5. End of union organizing –
When the sufficient number of
votes is garnered, the NLRC
certifies the union as the legal
bargaining representative of the
employees. Contract negotiations
or collective bargaining
agreement (CBA) negotiations
follow the certification. The CBA
process involves the following
a. Prepare for negotiations – Data
to support bargaining proposals
are collected and arranged in an
orderly manner by both parties-
the union and the employer’s
groups. This is followed by the
selection of the members of their
respective bargaining teams.
Usually, each side has four to six
representatives at the bargaining
Chief negotiator for the union is
the union president while the
chief negotiator for management
is the organization’s vice
president or the labor relations
manager. Supporting data to back
up the positions of each group are
gathered.
Economic data are very important.
Other internal organization data
needed include: records of
promotions, transfer, overtime
work, grievances, disciplinary
actions, and arbitration
b. Develop strategies –
Management proposals are
developed and the unions tries of
concessions are determined, while
also considering the unions goals
and their possible strike plans.
The union on the other hand, tries
to develop better strategies to
convince the management group
C. Conduct negotiations – this
consists of bargaining, analyzing
proposal, resolving issues related
to the proposal, and remembering
to stay within their respective
bargaining zone. If no agreement
is reach at this point, a deadlock
may result
be exercised by holding a strike,
picketing, or boycotting the
employer’s products or services.
The management’s bargaining
power, on the other hand, may be
exercised either by continuing
operations or shutting down
operations. Another method is by
lockout of its employees, or
Unions and employers may try to
resolve bargaining deadlocks by
mediation and arbitration.
Mediation is the use of a neutral
third party to reach a compromise
decision in employment disputes.
Arbitration also uses a neutral
third party who resolves the labor
dispute by issuing a final decision
d. Formalize agreement – After the
negotiation process, the union
and management groups have to
formalize their agreement. This
agreement is a formal binding
document which lists down the
terms, conditions, and rules under
which employees and managers
agree to operate; clear language
must be used in the contract,
majority of the employees. After
ratification, all members of the
union and the management
bargaining teams as well as the
president or chief executive
officer of the organization must
sign the document, before its
dissemination to all parties
concerned.
CBA activities, ideally, must be a
continuous process (although it is
held every five years in many
companies). Right after the
formalization of the agreement
and its ratification and signing,
preparations for negotiations for
the next CBA must begin
again. This will allow negotiators
to review weaknesses and
mistakes committed during the
previous negotiations while these
are still fresh in their minds.
Grievance Procedure
the union to represent its
members in processing a
grievance or complaint. Such
grievance must be expressed
orally or in writing to the
employee’s immediate supervisor
and the union steward. If the
immediate supervisor shows
willingness to discuss the
This is possible especially if the
supervisor has formal training in
handling grievances. If not
resolved within ten work days, the
employee forwards the grievance
to the department manager and
the chief steward of the union.
Again, resolution of the grievance
is possible at this point if the
To discuss the matter with the
employee and the chief steward.
However, if it remains unresolved,
the next step is for the employee
to forward the complaint to the
vice president for labor relations
and the local union president after
15 work days. Resolution of the
matter is possible, but if nothing
The employee may now forward
the complaint, with the aid of the
local union president, to the NLRC
for arbitration. The arbitrator is a
neutral third party who resolves
the grievance by issuing a final
decision which both parties the
employee, represented by the
union president, and the
Lesson 8: REWARD SYSTEM
Organizations offer a competitive
rewards system to attract
knowledgeable and skilled people
and to keep them motivated and
satisfied once they are employee
in the firm. Further, rewards
promote personal growth and
development and present fast
employee turn over. Managements
Monetary Rewards – rewards
which pertain to money, finance,
or currency.
a. pay/salary – financial
remuneration given in exchange
for work performance that will
help the organization attain its
goals; examples: weekly, monthly,
or hourly pay, piecework
b. Benefits – indirect forms of
compensation given to employees/
workers for the purpose of
improving the quality of their
work and personal lives; health
care benefits, retirement benefits,
educational benefits, and others
are examples of these.
C. Incentives – rewards that are
based upon a pay-for-performance
philosophy; it establishes a
baseline performance level that
employees or groups of
employees must reach in order to
be given such reward or payment;
examples: bonuses, merit pay,
sales incentives, etc.
d. Executive pay – a compensation
package for executives of
organizations which consists of
five components: basic salary,
bonuses, stock plans, benefits,
and perquisites
e. Stock options – are plans that
grant employees the right to buy a
specific number of shares of the
organization’s stock at a guaranteed
Nonmonetary Rewards - rewards
which do not pertain to money
finance, or currency refer to
intrinsic rewards that are self-
granted and which have a positive
psychological effect on the
employee who receives them.
a. Award – nonmonetary reward
that may be given to individual
employees or groups/teams for
meritorious service or outstanding
performance; trophies, medals, or
certificates of recognition may be
given instead of cash or extrinsic
rewards
b. Praise – a form of nonmonetary,
intrinsic reward given by
superiors to their subordinates
when they express oral or verbal
appreciation for excellent job
performance.