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JWI 521 – Week 7 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Seven Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 2 of 5

COMPENSATION AND INCENTIVES

What it Means

Money is a highly motivating reward, and so, most people assume that a promotion, accompanied
by higher pay, is the incentive that should be used to reward and retain your most talented
employees. The reality is not so simple. Non-financial incentives, such as professional growth
opportunities and access to top leadership, can be very motivating for high performers. HR
professionals need to have a nuanced understanding of the way that incentives work, so that they
can design incentive packages with an effective combination of financial and non-financial
rewards.

Why it Matters

• To design effective incentive packages, HR needs a solid understanding of how
rewards work

• Non-financial rewards, such as growth and leadership opportunities, are important
incentives

• The best incentive packages offer a combination of financial and non-financial rewards

“People are happy when you give them what they ask for. People are delighted
when you anticipate what they didn’t think to ask for.”

Laszlo Bock

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 3 of 5

INCENTIVES THAT WORK

What is an incentive? Is it the same thing as a reward? According to the dictionary, a reward is anything that
increases the probability of a future response. By that definition, money is a great and highly motivating
reward. If you offer your people cash for doing something, you increase the chances that they will do it. By
the same token, then, performance feedback is also a great reward. If you give your people incisive and
productive guidance, you increase the chances that people will behave more productively in the future. A
challenging new assignment is also a great reward, whether it is structured as a promotion or a simple
transfer. For a top performer, the chance to learn and develop new skills is motivational and encourages the
employee to work hard, so as to benefit from the opportunity.

However, most organizations do not think about performance feedback and stretch assignments in the same
way as money. They fail to recognize the role that all three can play in retaining talented employees. Many
HR managers refer to their organization’s package of motivational tools as reward and recognition systems.
In this approach, reward is shorthand for financial compensation, and recognition refers to plaques and
awards. Rewards like performance feedback or stretch assignments are not mentioned at all.

THE ADVANTAGES OF FINANCIAL REWARDS

Money is among the most powerful of all rewards and therefore an almost universally effective way to
motivate people. Money is uniquely attractive, in that no one refuses it, no one returns it, and even people
who already have more money than they can possibly spend will go to great lengths to get more.

Another distinctive aspect of money is that it does not saturate. What does this mean? Offering too much of
something, even something people really like, will usually trigger negative results. Providing workers with
more autonomy, for example, often improves morale and productivity, but at some point can lead to role
ambiguity and confusion. Too much job responsibility and challenge can give an employee an ulcer. As for
large quantities of critical, candid feedback, don’t offer that to anyone for more than an hour straight! More
money, by contrast, is invariably received with considerable enthusiasm.

The reason is that money satisfies people on many different levels. To understand this better, let’s step back
and think more broadly about human motivation. The psychologist Abraham Maslow developed a classic
Theory of Human Motivation, which states that lower level needs must be satisfied before people can focus
on higher level needs. There are 5 levels in Maslow’s hierarchy of human needs:

• Level 1: basic physiological needs, such as food, water, and shelter
• Level 2: the need for security, including personal safety, employment, and health care
• Level 3: social needs, such as for friendship, family, and a sense of connection
• Level 4: self-confidence, including respect, achievement, strength, and freedom
• Level 5: self-actualization, the need to realize your full potential as a creative human being

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 4 of 5

Financial rewards pack a punch because they have value to people on every level of the hierarchy. Money
makes physiological and security needs evaporate. At the social and achievement levels, while money may
seem less important, in American culture and many others, money goes a long way toward ensuring cultural
acceptance and opportunities for achievement. Only at Level 5 does money become less powerful, but it is
still the case that having more money frees people up to pursue self-actualization activities.

THE PROBLEMS WITH FINANCIAL REWARDS

What are some of the problems associated with using money to motivate people? The most obvious one is
limited supply. Simply put, more money is not always available. Most organizations do not have enough
money to attract, motivate, and retain everyone who is talented and deserving of a reward. They must
choose where to use financial rewards and where other types of incentive may be beneficial.

Another problem with financial rewards is that they are essentially commodities. The word commodity is
used in business to describe an article that is interchangeable or can be traded. Financial rewards are
commodities in the sense that they are not something distinctive, like the activities of a specific professional
role. So, while another company may not be able to match a specific job opportunity you are advertising, it is
relatively easy for another organization to match or exceed the financial rewards you are offering.

If your team members are working with you just for the money, they will leave when someone offers them
more of it. And eventually, someone is likely to offer more. Not to everyone on your team, of course – just to
your best performers, the people you can least afford to lose.

THE ADVANTAGES OF NON-FINANCIAL REWARDS

Non-financial rewards fall into two categories. Prestige rewards are designed to increase people’s stature,
be it inside the company or out. Examples are plentiful: job titles, direct access to top leadership, a business
credit card, or the size and location of one's office, to name just a few.

Far more powerful and sustainable are job content rewards, which increase the satisfaction an employee
derives from his work. Performance feedback is a job content reward. So are recognition, responsibility, and
autonomy, as well as the opportunities to participate in decision-making and to work on important and
interesting tasks. An especially important non-financial reward is the opportunity to develop managerial and
leadership skills.

Unfortunately, job content rewards are typically not thought of as motivational incentives. This represents a
missed opportunity that leadership and HR would do well to consider. The best organizations use a
combination of financial and non-financial incentives. Both types of reward have the potential to exert a
powerful impact on employee performance. Used together, they can have a significant impact on retention of
top talent, those employees with the potential to become future leaders for your company.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Assess what type of rewards work best to motivate employees and why

What incentives motivate the A players at your company? Are promotion and higher pay the keys to
retaining them? Do non-financial incentives, such as growth opportunities and access to top
leadership, have an impact, too? What about the B players, those solid performers that make up the
largest percentage of your workforce? You will likely offer them more modest promotions and pay
increases than the top talent. Can you use non-financial rewards to reinforce their sense of
engagement with the company, while also developing their professional skills?

• Examine the relative importance of compensation versus other rewards

Clearly, increases in compensation and promotion are important tools to retain employees. Financial
rewards are highly motivating, providing employees with recognition for work well done, added
security, and a sense of progress in their career. Does HR make sufficient use of other, less tangible
rewards to incentivize employees at your company? Have they set up systems to ensure that
employees receive frequent, productive feedback, as well as stretch assignments and professional
development opportunities?

• Analyze your organization’s approach to rewarding top talent

What are the reward and recognition systems in use at your company? Do you think the current
systems are effective at motivating and retaining top talent? Are new professional challenges and
leadership opportunities used as rewards for top talent, or are they only offered more traditional
types of incentive, such as promotions and awards? How can HR work with the executive team to
adjust the balance where needed, so as to use all available tools to retain the leaders of the future?

**Week7RecruitingDiscussion.jpeg**

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**Week7RecruitingDiscussion.jpeg**

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**## JWI_521_Week_7_lecture_1192.pdf**

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Seven Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 2 of 5

COMPENSATION AND INCENTIVES

What it Means

Money is a highly motivating reward, and so, most people assume that a promotion, accompanied
by higher pay, is the incentive that should be used to reward and retain your most talented
employees. The reality is not so simple. Non-financial incentives, such as professional growth
opportunities and access to top leadership, can be very motivating for high performers. HR
professionals need to have a nuanced understanding of the way that incentives work, so that they
can design incentive packages with an effective combination of financial and non-financial
rewards.

Why it Matters

• To design effective incentive packages, HR needs a solid understanding of how
rewards work

• Non-financial rewards, such as growth and leadership opportunities, are important
incentives

• The best incentive packages offer a combination of financial and non-financial rewards

“People are happy when you give them what they ask for. People are delighted
when you anticipate what they didn’t think to ask for.”

Laszlo Bock

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 3 of 5

INCENTIVES THAT WORK

What is an incentive? Is it the same thing as a reward? According to the dictionary, a reward is anything that
increases the probability of a future response. By that definition, money is a great and highly motivating
reward. If you offer your people cash for doing something, you increase the chances that they will do it. By
the same token, then, performance feedback is also a great reward. If you give your people incisive and
productive guidance, you increase the chances that people will behave more productively in the future. A
challenging new assignment is also a great reward, whether it is structured as a promotion or a simple
transfer. For a top performer, the chance to learn and develop new skills is motivational and encourages the
employee to work hard, so as to benefit from the opportunity.

However, most organizations do not think about performance feedback and stretch assignments in the same
way as money. They fail to recognize the role that all three can play in retaining talented employees. Many
HR managers refer to their organization’s package of motivational tools as reward and recognition systems.
In this approach, reward is shorthand for financial compensation, and recognition refers to plaques and
awards. Rewards like performance feedback or stretch assignments are not mentioned at all.

THE ADVANTAGES OF FINANCIAL REWARDS

Money is among the most powerful of all rewards and therefore an almost universally effective way to
motivate people. Money is uniquely attractive, in that no one refuses it, no one returns it, and even people
who already have more money than they can possibly spend will go to great lengths to get more.

Another distinctive aspect of money is that it does not saturate. What does this mean? Offering too much of
something, even something people really like, will usually trigger negative results. Providing workers with
more autonomy, for example, often improves morale and productivity, but at some point can lead to role
ambiguity and confusion. Too much job responsibility and challenge can give an employee an ulcer. As for
large quantities of critical, candid feedback, don’t offer that to anyone for more than an hour straight! More
money, by contrast, is invariably received with considerable enthusiasm.

The reason is that money satisfies people on many different levels. To understand this better, let’s step back
and think more broadly about human motivation. The psychologist Abraham Maslow developed a classic
Theory of Human Motivation, which states that lower level needs must be satisfied before people can focus
on higher level needs. There are 5 levels in Maslow’s hierarchy of human needs:

• Level 1: basic physiological needs, such as food, water, and shelter
• Level 2: the need for security, including personal safety, employment, and health care
• Level 3: social needs, such as for friendship, family, and a sense of connection
• Level 4: self-confidence, including respect, achievement, strength, and freedom
• Level 5: self-actualization, the need to realize your full potential as a creative human being

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 4 of 5

Financial rewards pack a punch because they have value to people on every level of the hierarchy. Money
makes physiological and security needs evaporate. At the social and achievement levels, while money may
seem less important, in American culture and many others, money goes a long way toward ensuring cultural
acceptance and opportunities for achievement. Only at Level 5 does money become less powerful, but it is
still the case that having more money frees people up to pursue self-actualization activities.

THE PROBLEMS WITH FINANCIAL REWARDS

What are some of the problems associated with using money to motivate people? The most obvious one is
limited supply. Simply put, more money is not always available. Most organizations do not have enough
money to attract, motivate, and retain everyone who is talented and deserving of a reward. They must
choose where to use financial rewards and where other types of incentive may be beneficial.

Another problem with financial rewards is that they are essentially commodities. The word commodity is
used in business to describe an article that is interchangeable or can be traded. Financial rewards are
commodities in the sense that they are not something distinctive, like the activities of a specific professional
role. So, while another company may not be able to match a specific job opportunity you are advertising, it is
relatively easy for another organization to match or exceed the financial rewards you are offering.

If your team members are working with you just for the money, they will leave when someone offers them
more of it. And eventually, someone is likely to offer more. Not to everyone on your team, of course – just to
your best performers, the people you can least afford to lose.

THE ADVANTAGES OF NON-FINANCIAL REWARDS

Non-financial rewards fall into two categories. Prestige rewards are designed to increase people’s stature,
be it inside the company or out. Examples are plentiful: job titles, direct access to top leadership, a business
credit card, or the size and location of one's office, to name just a few.

Far more powerful and sustainable are job content rewards, which increase the satisfaction an employee
derives from his work. Performance feedback is a job content reward. So are recognition, responsibility, and
autonomy, as well as the opportunities to participate in decision-making and to work on important and
interesting tasks. An especially important non-financial reward is the opportunity to develop managerial and
leadership skills.

Unfortunately, job content rewards are typically not thought of as motivational incentives. This represents a
missed opportunity that leadership and HR would do well to consider. The best organizations use a
combination of financial and non-financial incentives. Both types of reward have the potential to exert a
powerful impact on employee performance. Used together, they can have a significant impact on retention of
top talent, those employees with the potential to become future leaders for your company.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Assess what type of rewards work best to motivate employees and why

What incentives motivate the A players at your company? Are promotion and higher pay the keys to
retaining them? Do non-financial incentives, such as growth opportunities and access to top
leadership, have an impact, too? What about the B players, those solid performers that make up the
largest percentage of your workforce? You will likely offer them more modest promotions and pay
increases than the top talent. Can you use non-financial rewards to reinforce their sense of
engagement with the company, while also developing their professional skills?

• Examine the relative importance of compensation versus other rewards

Clearly, increases in compensation and promotion are important tools to retain employees. Financial
rewards are highly motivating, providing employees with recognition for work well done, added
security, and a sense of progress in their career. Does HR make sufficient use of other, less tangible
rewards to incentivize employees at your company? Have they set up systems to ensure that
employees receive frequent, productive feedback, as well as stretch assignments and professional
development opportunities?

• Analyze your organization’s approach to rewarding top talent

What are the reward and recognition systems in use at your company? Do you think the current
systems are effective at motivating and retaining top talent? Are new professional challenges and
leadership opportunities used as rewards for top talent, or are they only offered more traditional
types of incentive, such as promotions and awards? How can HR work with the executive team to
adjust the balance where needed, so as to use all available tools to retain the leaders of the future?

**Week7RecruitingDiscussion.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week7recruitingdiscussion-jpeg)

**## JWI_521_Week_7_lecture_1192.pdf**

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Seven Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 2 of 5

COMPENSATION AND INCENTIVES

What it Means

Money is a highly motivating reward, and so, most people assume that a promotion, accompanied
by higher pay, is the incentive that should be used to reward and retain your most talented
employees. The reality is not so simple. Non-financial incentives, such as professional growth
opportunities and access to top leadership, can be very motivating for high performers. HR
professionals need to have a nuanced understanding of the way that incentives work, so that they
can design incentive packages with an effective combination of financial and non-financial
rewards.

Why it Matters

• To design effective incentive packages, HR needs a solid understanding of how
rewards work

• Non-financial rewards, such as growth and leadership opportunities, are important
incentives

• The best incentive packages offer a combination of financial and non-financial rewards

“People are happy when you give them what they ask for. People are delighted
when you anticipate what they didn’t think to ask for.”

Laszlo Bock

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 3 of 5

INCENTIVES THAT WORK

What is an incentive? Is it the same thing as a reward? According to the dictionary, a reward is anything that
increases the probability of a future response. By that definition, money is a great and highly motivating
reward. If you offer your people cash for doing something, you increase the chances that they will do it. By
the same token, then, performance feedback is also a great reward. If you give your people incisive and
productive guidance, you increase the chances that people will behave more productively in the future. A
challenging new assignment is also a great reward, whether it is structured as a promotion or a simple
transfer. For a top performer, the chance to learn and develop new skills is motivational and encourages the
employee to work hard, so as to benefit from the opportunity.

However, most organizations do not think about performance feedback and stretch assignments in the same
way as money. They fail to recognize the role that all three can play in retaining talented employees. Many
HR managers refer to their organization’s package of motivational tools as reward and recognition systems.
In this approach, reward is shorthand for financial compensation, and recognition refers to plaques and
awards. Rewards like performance feedback or stretch assignments are not mentioned at all.

THE ADVANTAGES OF FINANCIAL REWARDS

Money is among the most powerful of all rewards and therefore an almost universally effective way to
motivate people. Money is uniquely attractive, in that no one refuses it, no one returns it, and even people
who already have more money than they can possibly spend will go to great lengths to get more.

Another distinctive aspect of money is that it does not saturate. What does this mean? Offering too much of
something, even something people really like, will usually trigger negative results. Providing workers with
more autonomy, for example, often improves morale and productivity, but at some point can lead to role
ambiguity and confusion. Too much job responsibility and challenge can give an employee an ulcer. As for
large quantities of critical, candid feedback, don’t offer that to anyone for more than an hour straight! More
money, by contrast, is invariably received with considerable enthusiasm.

The reason is that money satisfies people on many different levels. To understand this better, let’s step back
and think more broadly about human motivation. The psychologist Abraham Maslow developed a classic
Theory of Human Motivation, which states that lower level needs must be satisfied before people can focus
on higher level needs. There are 5 levels in Maslow’s hierarchy of human needs:

• Level 1: basic physiological needs, such as food, water, and shelter
• Level 2: the need for security, including personal safety, employment, and health care
• Level 3: social needs, such as for friendship, family, and a sense of connection
• Level 4: self-confidence, including respect, achievement, strength, and freedom
• Level 5: self-actualization, the need to realize your full potential as a creative human being

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 4 of 5

Financial rewards pack a punch because they have value to people on every level of the hierarchy. Money
makes physiological and security needs evaporate. At the social and achievement levels, while money may
seem less important, in American culture and many others, money goes a long way toward ensuring cultural
acceptance and opportunities for achievement. Only at Level 5 does money become less powerful, but it is
still the case that having more money frees people up to pursue self-actualization activities.

THE PROBLEMS WITH FINANCIAL REWARDS

What are some of the problems associated with using money to motivate people? The most obvious one is
limited supply. Simply put, more money is not always available. Most organizations do not have enough
money to attract, motivate, and retain everyone who is talented and deserving of a reward. They must
choose where to use financial rewards and where other types of incentive may be beneficial.

Another problem with financial rewards is that they are essentially commodities. The word commodity is
used in business to describe an article that is interchangeable or can be traded. Financial rewards are
commodities in the sense that they are not something distinctive, like the activities of a specific professional
role. So, while another company may not be able to match a specific job opportunity you are advertising, it is
relatively easy for another organization to match or exceed the financial rewards you are offering.

If your team members are working with you just for the money, they will leave when someone offers them
more of it. And eventually, someone is likely to offer more. Not to everyone on your team, of course – just to
your best performers, the people you can least afford to lose.

THE ADVANTAGES OF NON-FINANCIAL REWARDS

Non-financial rewards fall into two categories. Prestige rewards are designed to increase people’s stature,
be it inside the company or out. Examples are plentiful: job titles, direct access to top leadership, a business
credit card, or the size and location of one's office, to name just a few.

Far more powerful and sustainable are job content rewards, which increase the satisfaction an employee
derives from his work. Performance feedback is a job content reward. So are recognition, responsibility, and
autonomy, as well as the opportunities to participate in decision-making and to work on important and
interesting tasks. An especially important non-financial reward is the opportunity to develop managerial and
leadership skills.

Unfortunately, job content rewards are typically not thought of as motivational incentives. This represents a
missed opportunity that leadership and HR would do well to consider. The best organizations use a
combination of financial and non-financial incentives. Both types of reward have the potential to exert a
powerful impact on employee performance. Used together, they can have a significant impact on retention of
top talent, those employees with the potential to become future leaders for your company.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 7 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Assess what type of rewards work best to motivate employees and why

What incentives motivate the A players at your company? Are promotion and higher pay the keys to
retaining them? Do non-financial incentives, such as growth opportunities and access to top
leadership, have an impact, too? What about the B players, those solid performers that make up the
largest percentage of your workforce? You will likely offer them more modest promotions and pay
increases than the top talent. Can you use non-financial rewards to reinforce their sense of
engagement with the company, while also developing their professional skills?

• Examine the relative importance of compensation versus other rewards

Clearly, increases in compensation and promotion are important tools to retain employees. Financial
rewards are highly motivating, providing employees with recognition for work well done, added
security, and a sense of progress in their career. Does HR make sufficient use of other, less tangible
rewards to incentivize employees at your company? Have they set up systems to ensure that
employees receive frequent, productive feedback, as well as stretch assignments and professional
development opportunities?

• Analyze your organization’s approach to rewarding top talent

What are the reward and recognition systems in use at your company? Do you think the current
systems are effective at motivating and retaining top talent? Are new professional challenges and
leadership opportunities used as rewards for top talent, or are they only offered more traditional
types of incentive, such as promotions and awards? How can HR work with the executive team to
adjust the balance where needed, so as to use all available tools to retain the leaders of the future?

**Week7RecruitingDiscussion.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week7recruitingdiscussion-jpeg)

November 5, 2026
[Solved] human resource

✓ Verified Academic Solution Available

Executive Solution Overview

I need your help – [\ \ ShaDasiaResponseBusinessCommunications.jpeg](https://www.sweetstudy.com/files/shadasiaresponsebusinesscommunications-jpeg "ShaDasiaResponseBusinessCommunications.jpeg") – [\ \ ClariseResponseBusinessCommunications.jpeg](https://www.sweetstudy.com/files/clariseresponsebusi…

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I need your help

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– a year ago

November 5, 2026
[Solved] human resource

✓ Verified Academic Solution Available

Executive Solution Overview

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I need your help

– [\
\
LaMetriaResponseRecruitingWeek7.jpeg](https://www.sweetstudy.com/files/lametriaresponserecruitingweek7-jpeg "LaMetriaResponseRecruitingWeek7.jpeg")
– [\
\
VanessaResponseRecruitingWeek7.jpeg](https://www.sweetstudy.com/files/vanessaresponserecruitingweek7-jpeg "VanessaResponseRecruitingWeek7.jpeg")

– a year ago

November 5, 2026
[Solved] human resource

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Executive Solution Overview

I need your help – a year ago **files (2)** – ## JWI_521_Sample_Talent_Engagement_Chart_and_Rationale.pdf – Week2AssignmentRecruiting.jpeg **## JWI_521_Sample_Talent_Engagement_Chart_and_Rationale.pdf** JWI 521: Recruit, Develop, Assess, Reward, Retain Sample Talent Engagement Chart an…

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I need your help

– a year ago

**files (2)**

– ## JWI_521_Sample_Talent_Engagement_Chart_and_Rationale.pdf

– Week2AssignmentRecruiting.jpeg

**## JWI_521_Sample_Talent_Engagement_Chart_and_Rationale.pdf**

JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – Sample Talent Engagement Chart and Rationale (1236) Page 1 of 2

Overview of the Talent Matrix Tool

Part of the power of understanding your top employees as "Talent" is the ability to assess their
potential in light of their performance and values. The use of a Talent Matrix tool can make the
assessment process very powerful.

The Talent Engagement Chart is used to provide a snapshot of the performance of your
employees, as well as their alignment with the organization’s mission and values. The
accompanying Rationale statement describes in more detail each employee’s performance and
level of alignment with the company’s core values, and also indicates the manager’s plans for
supervising each employee in the future.

Sample Talent Engagement Chart

Employee Type

Katelyn Type 1: High Values, High Performance

Jacquelyn Type 1: High Values, High Performance

Shannon Type 3: Low Performance, High Values

Sabrina Type 3: Low Performance, High Values

Cherie Type 4: High Performance, Low Values

Glenn Type 2: Low Values, Low Performance

Sample Rationale

Katelyn and Jacquelyn are both incredibly ambitious and talented, and I consider them to be the top talent
on this team. They are always over-delivering on their goals and looking for ways to learn more. They are
keen to take on new challenges and to experience different roles. I think it will be important to challenge
them and to give them some management type experience by putting them in charge of a project or a
small team in the near future.

Sabrina and Shannon are both well aligned to the team in terms of their values, but they are currently not
performing up to their potential. Both of these employees have the ability to be valuable employees, but
they are not highly passionate in their current roles. Sabrina has been with the team less than a year; she
is still learning and not positioned exactly right at this point. She does not yet have the confidence to
perform up to her potential. I believe that, in time, she will gain confidence, improve her performance, and
make it to the next level.

JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – Sample Talent Engagement Chart and Rationale (1236) Page 2 of 2

Shannon is more experienced than Sabrina; she needs an extra push sometimes, but she is fully capable
of doing a great job. She is a steady worker, but she is not performing up to her potential. She is coasting
along and doesn’t seem to care about getting to the next level. I believe the key to enhancing her career
is finding a different role for her, something that will engage her interest and use her skills better.

Cherie has been doing purchasing and vendor relations for the team for 4 years now; she is efficient and
productive in all aspects of the job. However, she can be brusque with her co-workers and never
participates in office events. She shows little interest in professional development opportunities that are
offered to her. She attends team meetings but rarely offers any contributions to team discussions. I
became her manager 6 months ago. I have given feedback in her recent performance review about the
behavior changes I am looking for. If I do not see significant changes in behavior within the next six
months, I will not wish to keep her on the team.

Glenn was assigned to my team 9 months ago, to provide data analysis in support of team activities. He
is often late into the office and sometimes leaves early, without informing me or providing any reason. He
does the minimum amount of work needed to fulfill the tasks that I assign to him. At our month 3 and
month 6 review meetings, I was candid with Glenn about these issues and told him I would be looking for
more focus and accountability from him in the months ahead, but I have seen no change. So I believe it is
time to let go of this employee, and I have a meeting with HR next week to discuss the next steps to put
this decision into effect.

\* \* \* * * * * * * * * * * * * *

**Week2AssignmentRecruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week2assignmentrecruiting-jpeg)

**Week2AssignmentRecruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week2assignmentrecruiting-jpeg)

**## JWI_521_Sample_Talent_Engagement_Chart_and_Rationale.pdf**

JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – Sample Talent Engagement Chart and Rationale (1236) Page 1 of 2

Overview of the Talent Matrix Tool

Part of the power of understanding your top employees as "Talent" is the ability to assess their
potential in light of their performance and values. The use of a Talent Matrix tool can make the
assessment process very powerful.

The Talent Engagement Chart is used to provide a snapshot of the performance of your
employees, as well as their alignment with the organization’s mission and values. The
accompanying Rationale statement describes in more detail each employee’s performance and
level of alignment with the company’s core values, and also indicates the manager’s plans for
supervising each employee in the future.

Sample Talent Engagement Chart

Employee Type

Katelyn Type 1: High Values, High Performance

Jacquelyn Type 1: High Values, High Performance

Shannon Type 3: Low Performance, High Values

Sabrina Type 3: Low Performance, High Values

Cherie Type 4: High Performance, Low Values

Glenn Type 2: Low Values, Low Performance

Sample Rationale

Katelyn and Jacquelyn are both incredibly ambitious and talented, and I consider them to be the top talent
on this team. They are always over-delivering on their goals and looking for ways to learn more. They are
keen to take on new challenges and to experience different roles. I think it will be important to challenge
them and to give them some management type experience by putting them in charge of a project or a
small team in the near future.

Sabrina and Shannon are both well aligned to the team in terms of their values, but they are currently not
performing up to their potential. Both of these employees have the ability to be valuable employees, but
they are not highly passionate in their current roles. Sabrina has been with the team less than a year; she
is still learning and not positioned exactly right at this point. She does not yet have the confidence to
perform up to her potential. I believe that, in time, she will gain confidence, improve her performance, and
make it to the next level.

JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – Sample Talent Engagement Chart and Rationale (1236) Page 2 of 2

Shannon is more experienced than Sabrina; she needs an extra push sometimes, but she is fully capable
of doing a great job. She is a steady worker, but she is not performing up to her potential. She is coasting
along and doesn’t seem to care about getting to the next level. I believe the key to enhancing her career
is finding a different role for her, something that will engage her interest and use her skills better.

Cherie has been doing purchasing and vendor relations for the team for 4 years now; she is efficient and
productive in all aspects of the job. However, she can be brusque with her co-workers and never
participates in office events. She shows little interest in professional development opportunities that are
offered to her. She attends team meetings but rarely offers any contributions to team discussions. I
became her manager 6 months ago. I have given feedback in her recent performance review about the
behavior changes I am looking for. If I do not see significant changes in behavior within the next six
months, I will not wish to keep her on the team.

Glenn was assigned to my team 9 months ago, to provide data analysis in support of team activities. He
is often late into the office and sometimes leaves early, without informing me or providing any reason. He
does the minimum amount of work needed to fulfill the tasks that I assign to him. At our month 3 and
month 6 review meetings, I was candid with Glenn about these issues and told him I would be looking for
more focus and accountability from him in the months ahead, but I have seen no change. So I believe it is
time to let go of this employee, and I have a meeting with HR next week to discuss the next steps to put
this decision into effect.

\* \* \* * * * * * * * * * * * * *

**Week2AssignmentRecruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week2assignmentrecruiting-jpeg)

**## JWI_521_Sample_Talent_Engagement_Chart_and_Rationale.pdf**

JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – Sample Talent Engagement Chart and Rationale (1236) Page 1 of 2

Overview of the Talent Matrix Tool

Part of the power of understanding your top employees as "Talent" is the ability to assess their
potential in light of their performance and values. The use of a Talent Matrix tool can make the
assessment process very powerful.

The Talent Engagement Chart is used to provide a snapshot of the performance of your
employees, as well as their alignment with the organization’s mission and values. The
accompanying Rationale statement describes in more detail each employee’s performance and
level of alignment with the company’s core values, and also indicates the manager’s plans for
supervising each employee in the future.

Sample Talent Engagement Chart

Employee Type

Katelyn Type 1: High Values, High Performance

Jacquelyn Type 1: High Values, High Performance

Shannon Type 3: Low Performance, High Values

Sabrina Type 3: Low Performance, High Values

Cherie Type 4: High Performance, Low Values

Glenn Type 2: Low Values, Low Performance

Sample Rationale

Katelyn and Jacquelyn are both incredibly ambitious and talented, and I consider them to be the top talent
on this team. They are always over-delivering on their goals and looking for ways to learn more. They are
keen to take on new challenges and to experience different roles. I think it will be important to challenge
them and to give them some management type experience by putting them in charge of a project or a
small team in the near future.

Sabrina and Shannon are both well aligned to the team in terms of their values, but they are currently not
performing up to their potential. Both of these employees have the ability to be valuable employees, but
they are not highly passionate in their current roles. Sabrina has been with the team less than a year; she
is still learning and not positioned exactly right at this point. She does not yet have the confidence to
perform up to her potential. I believe that, in time, she will gain confidence, improve her performance, and
make it to the next level.

JWI 521: Recruit, Develop, Assess, Reward, Retain
Sample Talent Engagement Chart and Rationale

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University. This
course guide is subject to change based on the needs of the class.

JWMI 521 – Sample Talent Engagement Chart and Rationale (1236) Page 2 of 2

Shannon is more experienced than Sabrina; she needs an extra push sometimes, but she is fully capable
of doing a great job. She is a steady worker, but she is not performing up to her potential. She is coasting
along and doesn’t seem to care about getting to the next level. I believe the key to enhancing her career
is finding a different role for her, something that will engage her interest and use her skills better.

Cherie has been doing purchasing and vendor relations for the team for 4 years now; she is efficient and
productive in all aspects of the job. However, she can be brusque with her co-workers and never
participates in office events. She shows little interest in professional development opportunities that are
offered to her. She attends team meetings but rarely offers any contributions to team discussions. I
became her manager 6 months ago. I have given feedback in her recent performance review about the
behavior changes I am looking for. If I do not see significant changes in behavior within the next six
months, I will not wish to keep her on the team.

Glenn was assigned to my team 9 months ago, to provide data analysis in support of team activities. He
is often late into the office and sometimes leaves early, without informing me or providing any reason. He
does the minimum amount of work needed to fulfill the tasks that I assign to him. At our month 3 and
month 6 review meetings, I was candid with Glenn about these issues and told him I would be looking for
more focus and accountability from him in the months ahead, but I have seen no change. So I believe it is
time to let go of this employee, and I have a meeting with HR next week to discuss the next steps to put
this decision into effect.

\* \* \* * * * * * * * * * * * * *

**Week2AssignmentRecruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week2assignmentrecruiting-jpeg)

November 5, 2026
[Solved] human resources

✓ Verified Academic Solution Available

Executive Solution Overview

Recruiters face challenges when it comes to finding adequate candidates.They are always looking for new ways to attract talent. Using alternative methods for recruiting hasn’t gone unnoticed. Now, AI is at the forefront for recruiters, and new doors for creative methods are opening. Review the readi…

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Assignment Prompt & Instructions

Recruiters face challenges when it comes to finding adequate candidates.They are always looking for new ways to attract talent. Using alternative methods for recruiting hasn’t gone unnoticed. Now, AI is at the forefront for recruiters, and new doors for creative methods are opening. Review the reading material and 2 videos on alternative recruiting methods and AI.

Review the following videos:

– [Why Alternative Recruitment Strategies Are Vital Right Now](https://www.youtube.com/watch?v=Bfv_uI_G-B0)
– [How I Use Artificial Intelligence (AI) for Recruiting](https://www.youtube.com/watch?v=v31JFas7eNQ)

Then, discuss the following with your fellow classmates in 200-250 words:

– Considering the various methods of recruiting, which method you would you prefer to use and why?
– In your opinion, is it ethical to use AI in recruiting? Why or why not?

– a year ago

November 5, 2026
[Solved] human resource

✓ Verified Academic Solution Available

Executive Solution Overview

I need your help – [\ \ LinkedinSummary.jpeg](https://www.sweetstudy.com/files/linkedinsummary-jpeg "LinkedinSummary.jpeg") – [\ \ Week7Instructions.jpeg](https://www.sweetstudy.com/files/week7instructions-jpeg "Week7Instructions.jpeg") – a year ago

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Assignment Prompt & Instructions

I need your help

– [\
\
LinkedinSummary.jpeg](https://www.sweetstudy.com/files/linkedinsummary-jpeg "LinkedinSummary.jpeg")
– [\
\
Week7Instructions.jpeg](https://www.sweetstudy.com/files/week7instructions-jpeg "Week7Instructions.jpeg")

– a year ago

November 5, 2026
[Solved] human resource

✓ Verified Academic Solution Available

Executive Solution Overview

I need your help – a year ago **files (3)** – ## JWI_521_Week_8_lecture_1192.pdf – Week8DiscussionRecruiting.jpeg – Developing_and_Sustaining_Employee_Engagement.pdf **## JWI_521_Week_8_lecture_1192.pdf** © Strayer University. All Rights Reserved. This document contains Strayer Univers…

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Assignment Prompt & Instructions

I need your help

– a year ago

**files (3)**

– ## JWI_521_Week_8_lecture_1192.pdf

– Week8DiscussionRecruiting.jpeg
– Developing_and_Sustaining_Employee_Engagement.pdf

**## JWI_521_Week_8_lecture_1192.pdf**

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Eight Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 2 of 5

MOTIVATION AND ENGAGEMENT

What it Means

What motivates employees to do their best work? What encourages them to stay with your
company? Some employees are motivated by a passion for this particular work, while others stay
for the compensation and benefits that enable them to support their families. Many professionals
are strongly motivated by job content and workplace factors, such as challenging projects,
professional development opportunities, or recognition. Strategies to drive engagement are built
around factors that make employees feel valued and emotionally connected to their work. These
strategies must take into account the wide range of motivational factors that affect employees
across your company.

Why it Matters

• Employee motivation is affected by a complex mix of financial and non-financial factors
• To design effective engagement tools, HR needs a deep understanding of employee

motivation
• Employee morale and engagement can be positively impacted without major expense

“Work consumes at least one-third of your life, and half your waking hours.
It can and ought to be more than a means to an end.”

Laszlo Bock

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 3 of 5

MOTIVATING PEOPLE

Intrinsic Motivation

Intrinsic motivation is demonstrated when a person works more for the love of their job than for the money
they receive. People who have a job that feeds their passion can make a living from an activity they find
inherently satisfying. They are not just working to pay the bills. As you might expect, people more commonly
find intrinsic motivation in careers that involve high levels of skill and creativity, aspects that increase a
person's absorption in their work. For these people, job content rewards, such as new responsibilities or
challenges, are highly effective incentives.

Extrinsic Motivation

Employers provide extrinsic motivation when they offer pay and benefits designed to appeal to employees. A
worker motivated by extrinsic factors may be doing the job mainly for the money and other benefits. This
does not mean that people in high-paying jobs lack intrinsic motivation, but that extrinsic motivation in terms
of pay and benefits may be enough to keep them working at a job, even if they do not find it very satisfying
on a personal level. For these people, finding ways to increase their engagement at work is beneficial
because it will increase their motivation to stay, as well as their ability to be productive.

Rewards at Work

Financial rewards and improved benefits are powerful motivators, but they can be slow to administer, since
they are usually linked to the annual performance review cycle. Depending on the company’s finances at any
given time, not all employees will receive pay increases and benefits at the level that they would wish. Thus,
the impact of pay raises and other perks on employee morale is always a limited gain.

Job content rewards are not costly and they can be offered at any time, which makes it all the more
unfortunate that they are so often overlooked or underutilized. Such rewards are always available because,
as a manager or leader, you create your own supply of job content rewards. What does this mean? Consider
this: you can give feedback to one team member during their check-in meeting, and you can give feedback
to another team member in your next meeting as well. You can give your staff opportunities to participate in
decision-making or to take on new responsibilities today, and you can give them more opportunities
tomorrow. You do not need funds from your budget or permission from your boss to offer this type of reward.
You are limited only by your imagination and creativity.

Ironically, because people are so used to thinking that value comes from scarcity, the ready availability
of non-financial incentives, such as performance feedback and job content rewards, may be one reason why
managers and leaders do not use them enough. Yet, consistent use of these non-financial rewards can have
a significant positive impact on job satisfaction and morale in your workplace. An additional advantage of job
content rewards is that using them gives managers the power to improve employee performance, increase
retention, and identify and develop future leaders.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 4 of 5

EMPLOYEE ENGAGEMENT STRATEGIES

Most successful strategies for driving engagement work by helping employees feel valued and emotionally
connected to their work. Whatever your company’s culture or budget, the following ideas can be used by HR,
and adapted to increase engagement in your organization.

Give Employees Autonomy

For many people, increased autonomy and responsibility in their jobs lead to higher levels of engagement.
Competent workers appreciate the respect that is implied when they are given a project and can decide
when and how to complete the required tasks. Most managers also prefer to have self-sufficient staff, yet
some managers struggle to give adequate autonomy to their employees. HR can help by offering training in
management skills, including how to delegate effectively.

Provide Training and Coaching

Creating a culture that fosters continuous development helps workers build new skills and communicates
that the company values its employees and believes in their potential. When training budgets are tight, there
are many low-cost options available, such as cross-training employees so that workers learn about other
people’s jobs,coaching of newer employees, and well-implemented professional development plans.

Listen to Employees

Effective leaders pay close attention to what workers have to say, and then act on the feedback. HR can
facilitate this process by bringing employee views to the attention of leaders and managers. For example,
replace the annual employee survey with quarterly or monthly pulse surveys. Modify the performance review
process to include interim meetings to check progress and enable feedback. A comprehensive approach to
listening helps a company pinpoint and quickly address problems, and it makes people feel valued.

Get Social

Engaged workers feel emotionally invested in their jobs. In today’s business environment, where teams are
increasingly important, closer connection to colleagues is a key ingredient. Sponsor social events, such as a
potluck lunch or trivia event. Employees will often contribute their own time or talent, and enjoy being
recognized for their contribution. Service projects also help workers cultivate closer relationships, and such
projects show employees that they are working for an organization that contributes to the wider community.

Recognize and Celebrate

Recognition is always welcome to the recipient, but, far too often, awards and bonuses are doled out with
little fanfare. HR should always celebrate such occasions and clearly broadcast the reasons for employee or
team recognition. This practice reinforces engagement by giving people a clearer idea of how they fit into the
mission of the company, and it highlights what kinds of behavior are rewarded in your company’s culture.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Define intrinsic motivation and extrinsic motivation

How many employees at your company are intrinsically motivated by the satisfaction they derive
from doing their work? How many employees are chiefly motivated by extrinsic factors such as
compensation and benefits? Now that you understand the concept of intrinsic versus extrinsic
motivation, how can this knowledge help you, as an HR professional, design better incentives and
engagement strategies for all sections of your company’s workforce?

• Compare the impact of financial and non-financial incentives

Do managers in your company understand the power of non-financial incentives? Are they making
good use of job content rewards, such as performance feedback, stretch assignments, and
autonomy? Does the performance review process include robust development planning for the
upcoming year, with follow-up meetings to check progress? Do managers give their A players
challenging opportunities to develop their leadership skills? Or do they focus on using financial
rewards to retain top talent? If so, how can HR help adjust the balance?

• Explore how to support and increase employee engagement

Take a look at your own organization’s employee engagement practices. Are managers trained
to give employees the autonomy they need to perform well? Do employees have regular
training and coaching opportunities, as well as occasions for social connection with their
colleagues? How does the company make sure that its employees have a voice that is heard
by leadership? Are recognition and awards managed in a way that supports employee
engagement, and reinforces the mission and values of the company?

**Week8DiscussionRecruiting.jpeg**

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**Developing_and_Sustaining_Employee_Engagement.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/developing-and-sustaining-employee-engagement-pdf)

**Developing_and_Sustaining_Employee_Engagement.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/developing-and-sustaining-employee-engagement-pdf)

**## JWI_521_Week_8_lecture_1192.pdf**

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Eight Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 2 of 5

MOTIVATION AND ENGAGEMENT

What it Means

What motivates employees to do their best work? What encourages them to stay with your
company? Some employees are motivated by a passion for this particular work, while others stay
for the compensation and benefits that enable them to support their families. Many professionals
are strongly motivated by job content and workplace factors, such as challenging projects,
professional development opportunities, or recognition. Strategies to drive engagement are built
around factors that make employees feel valued and emotionally connected to their work. These
strategies must take into account the wide range of motivational factors that affect employees
across your company.

Why it Matters

• Employee motivation is affected by a complex mix of financial and non-financial factors
• To design effective engagement tools, HR needs a deep understanding of employee

motivation
• Employee morale and engagement can be positively impacted without major expense

“Work consumes at least one-third of your life, and half your waking hours.
It can and ought to be more than a means to an end.”

Laszlo Bock

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 3 of 5

MOTIVATING PEOPLE

Intrinsic Motivation

Intrinsic motivation is demonstrated when a person works more for the love of their job than for the money
they receive. People who have a job that feeds their passion can make a living from an activity they find
inherently satisfying. They are not just working to pay the bills. As you might expect, people more commonly
find intrinsic motivation in careers that involve high levels of skill and creativity, aspects that increase a
person's absorption in their work. For these people, job content rewards, such as new responsibilities or
challenges, are highly effective incentives.

Extrinsic Motivation

Employers provide extrinsic motivation when they offer pay and benefits designed to appeal to employees. A
worker motivated by extrinsic factors may be doing the job mainly for the money and other benefits. This
does not mean that people in high-paying jobs lack intrinsic motivation, but that extrinsic motivation in terms
of pay and benefits may be enough to keep them working at a job, even if they do not find it very satisfying
on a personal level. For these people, finding ways to increase their engagement at work is beneficial
because it will increase their motivation to stay, as well as their ability to be productive.

Rewards at Work

Financial rewards and improved benefits are powerful motivators, but they can be slow to administer, since
they are usually linked to the annual performance review cycle. Depending on the company’s finances at any
given time, not all employees will receive pay increases and benefits at the level that they would wish. Thus,
the impact of pay raises and other perks on employee morale is always a limited gain.

Job content rewards are not costly and they can be offered at any time, which makes it all the more
unfortunate that they are so often overlooked or underutilized. Such rewards are always available because,
as a manager or leader, you create your own supply of job content rewards. What does this mean? Consider
this: you can give feedback to one team member during their check-in meeting, and you can give feedback
to another team member in your next meeting as well. You can give your staff opportunities to participate in
decision-making or to take on new responsibilities today, and you can give them more opportunities
tomorrow. You do not need funds from your budget or permission from your boss to offer this type of reward.
You are limited only by your imagination and creativity.

Ironically, because people are so used to thinking that value comes from scarcity, the ready availability
of non-financial incentives, such as performance feedback and job content rewards, may be one reason why
managers and leaders do not use them enough. Yet, consistent use of these non-financial rewards can have
a significant positive impact on job satisfaction and morale in your workplace. An additional advantage of job
content rewards is that using them gives managers the power to improve employee performance, increase
retention, and identify and develop future leaders.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 4 of 5

EMPLOYEE ENGAGEMENT STRATEGIES

Most successful strategies for driving engagement work by helping employees feel valued and emotionally
connected to their work. Whatever your company’s culture or budget, the following ideas can be used by HR,
and adapted to increase engagement in your organization.

Give Employees Autonomy

For many people, increased autonomy and responsibility in their jobs lead to higher levels of engagement.
Competent workers appreciate the respect that is implied when they are given a project and can decide
when and how to complete the required tasks. Most managers also prefer to have self-sufficient staff, yet
some managers struggle to give adequate autonomy to their employees. HR can help by offering training in
management skills, including how to delegate effectively.

Provide Training and Coaching

Creating a culture that fosters continuous development helps workers build new skills and communicates
that the company values its employees and believes in their potential. When training budgets are tight, there
are many low-cost options available, such as cross-training employees so that workers learn about other
people’s jobs,coaching of newer employees, and well-implemented professional development plans.

Listen to Employees

Effective leaders pay close attention to what workers have to say, and then act on the feedback. HR can
facilitate this process by bringing employee views to the attention of leaders and managers. For example,
replace the annual employee survey with quarterly or monthly pulse surveys. Modify the performance review
process to include interim meetings to check progress and enable feedback. A comprehensive approach to
listening helps a company pinpoint and quickly address problems, and it makes people feel valued.

Get Social

Engaged workers feel emotionally invested in their jobs. In today’s business environment, where teams are
increasingly important, closer connection to colleagues is a key ingredient. Sponsor social events, such as a
potluck lunch or trivia event. Employees will often contribute their own time or talent, and enjoy being
recognized for their contribution. Service projects also help workers cultivate closer relationships, and such
projects show employees that they are working for an organization that contributes to the wider community.

Recognize and Celebrate

Recognition is always welcome to the recipient, but, far too often, awards and bonuses are doled out with
little fanfare. HR should always celebrate such occasions and clearly broadcast the reasons for employee or
team recognition. This practice reinforces engagement by giving people a clearer idea of how they fit into the
mission of the company, and it highlights what kinds of behavior are rewarded in your company’s culture.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Define intrinsic motivation and extrinsic motivation

How many employees at your company are intrinsically motivated by the satisfaction they derive
from doing their work? How many employees are chiefly motivated by extrinsic factors such as
compensation and benefits? Now that you understand the concept of intrinsic versus extrinsic
motivation, how can this knowledge help you, as an HR professional, design better incentives and
engagement strategies for all sections of your company’s workforce?

• Compare the impact of financial and non-financial incentives

Do managers in your company understand the power of non-financial incentives? Are they making
good use of job content rewards, such as performance feedback, stretch assignments, and
autonomy? Does the performance review process include robust development planning for the
upcoming year, with follow-up meetings to check progress? Do managers give their A players
challenging opportunities to develop their leadership skills? Or do they focus on using financial
rewards to retain top talent? If so, how can HR help adjust the balance?

• Explore how to support and increase employee engagement

Take a look at your own organization’s employee engagement practices. Are managers trained
to give employees the autonomy they need to perform well? Do employees have regular
training and coaching opportunities, as well as occasions for social connection with their
colleagues? How does the company make sure that its employees have a voice that is heard
by leadership? Are recognition and awards managed in a way that supports employee
engagement, and reinforces the mission and values of the company?

**Week8DiscussionRecruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week8discussionrecruiting-jpeg)

**Developing_and_Sustaining_Employee_Engagement.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/developing-and-sustaining-employee-engagement-pdf)

**## JWI_521_Week_8_lecture_1192.pdf**

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 1 of 5

JWI 521
Recruit, Develop, Assess, Reward, Retain

Week Eight Lecture Notes

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 2 of 5

MOTIVATION AND ENGAGEMENT

What it Means

What motivates employees to do their best work? What encourages them to stay with your
company? Some employees are motivated by a passion for this particular work, while others stay
for the compensation and benefits that enable them to support their families. Many professionals
are strongly motivated by job content and workplace factors, such as challenging projects,
professional development opportunities, or recognition. Strategies to drive engagement are built
around factors that make employees feel valued and emotionally connected to their work. These
strategies must take into account the wide range of motivational factors that affect employees
across your company.

Why it Matters

• Employee motivation is affected by a complex mix of financial and non-financial factors
• To design effective engagement tools, HR needs a deep understanding of employee

motivation
• Employee morale and engagement can be positively impacted without major expense

“Work consumes at least one-third of your life, and half your waking hours.
It can and ought to be more than a means to an end.”

Laszlo Bock

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 3 of 5

MOTIVATING PEOPLE

Intrinsic Motivation

Intrinsic motivation is demonstrated when a person works more for the love of their job than for the money
they receive. People who have a job that feeds their passion can make a living from an activity they find
inherently satisfying. They are not just working to pay the bills. As you might expect, people more commonly
find intrinsic motivation in careers that involve high levels of skill and creativity, aspects that increase a
person's absorption in their work. For these people, job content rewards, such as new responsibilities or
challenges, are highly effective incentives.

Extrinsic Motivation

Employers provide extrinsic motivation when they offer pay and benefits designed to appeal to employees. A
worker motivated by extrinsic factors may be doing the job mainly for the money and other benefits. This
does not mean that people in high-paying jobs lack intrinsic motivation, but that extrinsic motivation in terms
of pay and benefits may be enough to keep them working at a job, even if they do not find it very satisfying
on a personal level. For these people, finding ways to increase their engagement at work is beneficial
because it will increase their motivation to stay, as well as their ability to be productive.

Rewards at Work

Financial rewards and improved benefits are powerful motivators, but they can be slow to administer, since
they are usually linked to the annual performance review cycle. Depending on the company’s finances at any
given time, not all employees will receive pay increases and benefits at the level that they would wish. Thus,
the impact of pay raises and other perks on employee morale is always a limited gain.

Job content rewards are not costly and they can be offered at any time, which makes it all the more
unfortunate that they are so often overlooked or underutilized. Such rewards are always available because,
as a manager or leader, you create your own supply of job content rewards. What does this mean? Consider
this: you can give feedback to one team member during their check-in meeting, and you can give feedback
to another team member in your next meeting as well. You can give your staff opportunities to participate in
decision-making or to take on new responsibilities today, and you can give them more opportunities
tomorrow. You do not need funds from your budget or permission from your boss to offer this type of reward.
You are limited only by your imagination and creativity.

Ironically, because people are so used to thinking that value comes from scarcity, the ready availability
of non-financial incentives, such as performance feedback and job content rewards, may be one reason why
managers and leaders do not use them enough. Yet, consistent use of these non-financial rewards can have
a significant positive impact on job satisfaction and morale in your workplace. An additional advantage of job
content rewards is that using them gives managers the power to improve employee performance, increase
retention, and identify and develop future leaders.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 4 of 5

EMPLOYEE ENGAGEMENT STRATEGIES

Most successful strategies for driving engagement work by helping employees feel valued and emotionally
connected to their work. Whatever your company’s culture or budget, the following ideas can be used by HR,
and adapted to increase engagement in your organization.

Give Employees Autonomy

For many people, increased autonomy and responsibility in their jobs lead to higher levels of engagement.
Competent workers appreciate the respect that is implied when they are given a project and can decide
when and how to complete the required tasks. Most managers also prefer to have self-sufficient staff, yet
some managers struggle to give adequate autonomy to their employees. HR can help by offering training in
management skills, including how to delegate effectively.

Provide Training and Coaching

Creating a culture that fosters continuous development helps workers build new skills and communicates
that the company values its employees and believes in their potential. When training budgets are tight, there
are many low-cost options available, such as cross-training employees so that workers learn about other
people’s jobs,coaching of newer employees, and well-implemented professional development plans.

Listen to Employees

Effective leaders pay close attention to what workers have to say, and then act on the feedback. HR can
facilitate this process by bringing employee views to the attention of leaders and managers. For example,
replace the annual employee survey with quarterly or monthly pulse surveys. Modify the performance review
process to include interim meetings to check progress and enable feedback. A comprehensive approach to
listening helps a company pinpoint and quickly address problems, and it makes people feel valued.

Get Social

Engaged workers feel emotionally invested in their jobs. In today’s business environment, where teams are
increasingly important, closer connection to colleagues is a key ingredient. Sponsor social events, such as a
potluck lunch or trivia event. Employees will often contribute their own time or talent, and enjoy being
recognized for their contribution. Service projects also help workers cultivate closer relationships, and such
projects show employees that they are working for an organization that contributes to the wider community.

Recognize and Celebrate

Recognition is always welcome to the recipient, but, far too often, awards and bonuses are doled out with
little fanfare. HR should always celebrate such occasions and clearly broadcast the reasons for employee or
team recognition. This practice reinforces engagement by giving people a clearer idea of how they fit into the
mission of the company, and it highlights what kinds of behavior are rewarded in your company’s culture.

© Strayer University. All Rights Reserved. This document contains Strayer University confidential and proprietary information and may not be
copied, further distributed, or otherwise disclosed, in whole or in part, without the expressed written permission of Strayer University.

JWI 521 – Week 8 Lecture Notes (1192) Page 5 of 5

GETTING THE MOST OUT OF THIS WEEK’S CLASS

As you read the materials and participate in class activities, stay focused on the key learning outcomes for
the week:

• Define intrinsic motivation and extrinsic motivation

How many employees at your company are intrinsically motivated by the satisfaction they derive
from doing their work? How many employees are chiefly motivated by extrinsic factors such as
compensation and benefits? Now that you understand the concept of intrinsic versus extrinsic
motivation, how can this knowledge help you, as an HR professional, design better incentives and
engagement strategies for all sections of your company’s workforce?

• Compare the impact of financial and non-financial incentives

Do managers in your company understand the power of non-financial incentives? Are they making
good use of job content rewards, such as performance feedback, stretch assignments, and
autonomy? Does the performance review process include robust development planning for the
upcoming year, with follow-up meetings to check progress? Do managers give their A players
challenging opportunities to develop their leadership skills? Or do they focus on using financial
rewards to retain top talent? If so, how can HR help adjust the balance?

• Explore how to support and increase employee engagement

Take a look at your own organization’s employee engagement practices. Are managers trained
to give employees the autonomy they need to perform well? Do employees have regular
training and coaching opportunities, as well as occasions for social connection with their
colleagues? How does the company make sure that its employees have a voice that is heard
by leadership? Are recognition and awards managed in a way that supports employee
engagement, and reinforces the mission and values of the company?

**Week8DiscussionRecruiting.jpeg**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/week8discussionrecruiting-jpeg)

**Developing_and_Sustaining_Employee_Engagement.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/developing-and-sustaining-employee-engagement-pdf)

November 5, 2026
[Solved] HRM225 Project 1

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November 5, 2026
[Solved] HRM 225 Risks and Trends on HR Data

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November 5, 2026
[Solved] Governance, strategy, structure, and performance across different types of health care organizations

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Go to [**Barnes Jewish Hospital webpage**](https://www.barnesjewish.org/About-Us/Mission-Vision-Values) and read about their mission and vision statement. Research other health care organizations that you are familiar with and review their mission and vision statements, to become more familiar with …

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Assignment Prompt & Instructions

Go to [**Barnes Jewish Hospital webpage**](https://www.barnesjewish.org/About-Us/Mission-Vision-Values) and read about their mission and vision statement. Research other health care organizations that you are familiar with and review their mission and vision statements, to become more familiar with mission and vision statements in health care.

![](https://purdueglobal.brightspace.com/content/enforced/339206-042-2502C-HA410M3-01-2626039/HA410M3.png?ou=339206)

[**https://www.barnesjewish.org/About-Us/Mission-Vision-Values**](https://www.barnesjewish.org/About-Us/Mission-Vision-Values)

Answer these 3 items below in a 6-slide power point presentation with voice over narration.

Imagine that you are giving a presentation as a consultant to a healthcare organization which is trying to develop a new **vision** statement. The healthcare organization you are consulting for is a home health organization which specializes in pediatric services.

1. Explain how vision statements guide the work that is done in healthcare organizations.
2. Propose several vision statement options for the home health pediatric organization.
3. Explain which leadership skills would be needed to guide the organization to achieve this vision.

– a year ago

November 5, 2026