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28 Law Lines 1 (2004-2005)

handle is hein.lbr/lalins0028 and id is 1 raw text is: LAW LINES Vol ume 28, no.1 Fall 2004 From the President: Rewards and Recognition David Merkin, LLAGNY President In today's business climate managers seem to have fewer ways to influence employees and shape their behavior. Therefore, managers must serve as coaches to indirectly influence rather than demand desired behavior. At the same time, employees are increasingly expected to do more of their work without direct supervision. This expectation is becoming more routine. In order to give employees more freedom to accomplish more with less supervision, managers need to create work environments that are positive and reinforcing. Rewards help to keep an employee motivated. They encourage them to feel that their job is purposeful. In tight financial times, performance rewards provide an effective , low - cost or no- cost way of promoting higher levels performance from employees. While money is important to employees , what motivates them to perform is the thoughtful, personal kind of recognition that rewards a job well done. The motivation is all the stronger if the form of recognition creates a story the employee can tell to family, and friends. While thinking of rewards to give employees, managers should try to: 1. Match the reward to the person. What award would be meaningful to that particular employee? 2. Match the reward to the achievement. Rewards should be customized to take into account the significance of the achievement. 3. Be timely and specific. Rewards need to be given as soon as possible after the desired behavior or achievement. Rewards that come weeks or months later do little to motivate employees to repeat their actions. With rewards managers should prepare something in writing to reinforce the thanks and gratitude to the employee. (continued on page 6) LLAGNY wishes Anthony Burgalassi a Speedy Recovery from recent heart surgery (see page 9)

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