Reducing Individual Bonuses on Motivation and Engagement of Employees

                                        Case Study Question: Potential Impact of Reducing Individual Bonuses on The Motivation and Engagement of Employees Name The Name of the Class (Course) Professor (Tutor) The Name of the School (University) The City and State where it is located The Date                         Case Study Question: Potential Impact of Reducing Individual Bonuses on The Motivation and Engagement of Employees  Introduction             Motivation is defined as a person’s desire to achieve something beyond expectations that depend on internal factors as well as the need for continuous improvement. In the workplace, motivation is a psychological process. It results from how an employee interacts with their work environment. According to scholars, motivation must have some level of willingness. The motive is not possible if workers do not have a willingness to increase their effort to achieve what they desire. Motivation is made up of three main factors: what a person is trying to accomplish (the direction), how hard a person is trying to achieve what they want to achieve (effort), and how long a person is willing to keep trying until they succeed (persistence) Theories of motivation attempt to explain the reason why people are willing to put consistent effort to accomplish what they desire. It is at times challenging to improve engagement levels from workers in a small independent financial services company, and a number of factors have been identified to play a role in determining the motivation and engagement levels of employees in workplaces. This paper examines the impact of reducing individual bonuses on the motivation and engagement of employees within the case study.              When employees have low levels of motivation, engaging them becomes problematic, and this is called work demotivation. Demotivation happens when employees lose their willingness to take action or inspiration (Burton et al., 2015, p.185). For the HR team in the case study, this is a disastrous scenario because workers are already demotivated at a time when the company is considering implementing cost-cutting measures (Geiger & Cooper, 2010, p.253). These are measures that may translate to lower rewards to an already demotivated workforce. Failure to tackle this issue properly and soonest could bring the HR’s fears to reality, the possibility of their top workers searching for better opportunities and rewards elsewhere. Nevertheless, this is not the only consequence of the company’s employee demotivation problem. The company only reports demotivation from its sales force. However, disengagement from lack of motivation is something very contagious in an organization (Yeheyis et al., 2016, p.865). The few demotivated workers in the sales department can easily and quickly demotivate the rest of the workforce. Other negative consequences include dissatisfied clients, low productivity, a poor ...