Business Motivation Model - Service Oreinted

This post summarizes my understanding of Reward Systems from an Individual and Team perspective and initiates the topic of Service Oriented Reward Systems for Service Oriented Enterprises.

Reward Systems are actually business rules and policies strategically defined by chief directors and maintained by managers within an organization with aim of creating attraction for individuals to join a team and keep them motivated while achieving team goals.

Business Motivation Model
In order to describe a reward system from different angles, we should take a look into business motivation model, emphasize its importance and cascading impacts it could initiate to human resource reward systems.

• Ends (Vision, Goal, Objective)
• Means (Mission, Strategy, Tactic)
• Guidance: Policies & Rules
• Influencer (Internal, External)
• Assessment (SWOT)
• Impact Value (Risk, Reward)

By looking at the above business motivation model we can easily see many similarities to what has been studied about reward systems. Yes! it is true that organizations do behave like humans or vice versa.

Let's serialize the above diagram in a paragraph for business itself and then for an individual.

Organization Units having a Vision will define a Strategy to achieve Goals by different Objectives according to Mission and under supervision based on Policies & Rules execute Processes with different Tactics while it continuously assesses Strength, Weaknesses, Opportunities & Threats for Internal and External influencers to rectify Risks and create Reward.

It is obvious if an organization unit fails in reward creation it becomes “unmotivated organization” and its subordinates such as directors, managers, employees, customers and partners will not remain motivated under any circumstance unless the issue is resolved.

The same pattern can be applied and studied for individuals within an organization. Let's now modify the business motivation model into staff motivation model.

An Employee joins a firm based on Organization Vision matching to his/her Career Path and to participate in Goals achievement under defined Policies & Rules for execution of Processes where he/she can improve Strengths, eliminate Weaknesses, challenge Threats & benefit from Opportunities while Internal & External influencers impact his/her Risks to achieve Reward.

If any of the above highlighted keywords in the paragraph looses attention or is ignored, the result would be nothing rather than a motivating factor. Most probably negative.

Conclusion
In today's challenging markets and business scenarios it is important to implement a sustainable reward system based on performance metrics that easily adapts into organization based on honesty, integrity and commitment of employees and organization.

On the other hand the concept of Personalization comes into picture, where rewards for each and every particle within a healthy reward system should be personalized based on individual's past performance, needs, socio-cultural and individual characteristics.

At the end, I would like to suggest a model based on the above as a “service oriented reward system” where each and every individual becomes a service provider and each measurable task becomes a micro-service performing an overall service with tangible and intangible rewards that can be orchestrated with organization rules & policies.