2. You need your people to be at their best. Effective employee motivation programs help make that happen. Now more than ever, your key people are looking for more than just a paycheck. They want job satisfaction. They want the job richness that well-designed and flawlessly executed employee motivation programs provide. Contact us to find out more. Contact us

3. Our employee motivation programs are collaborative. With your input, we design a program with the right structure, implementation and operation to fit your objective, needs and image. Our employee motivation programs engage your workforce from bottom to top. They recognize and reward success. To ensure results, we offer integrated employee motivation resources including communication, training, system support and recognition & rewards.

4. Travel is perhaps the most exciting of all business incentives. Earning a trip based on performance is a visible symbol of achievement, prestige, status, and recognition, and that means it's a great way to influence sales and create powerful alliances. Having an experienced organization in charge of incentive group travel operations is imperative. Each year Maritz handles more than 1,000 incentive group trip operations involving more than a quarter of a million participants. We pride ourselves on delivering a level of personal service and activities, sightseeing, and comfort that individuals rarely duplicate on their own.

5. Incentive Travel (Mintel 1999) ‘fits alongside corporate hospitality.. ‘enhances the relationship between supplier and target –reward for staff –prize for trade competition –education for travel trade and media hard to measure but est. €1.5pa in Europe (O’Brien 1997)

6. Recipients Still mainly sales staff and dealers same industries as corporate hospitality –pharmaceuticals –financial services –IT –manufacturing and automobiles Conference & Incentive Travel 1998/Mintel But in other sectors may be disguised as meetings /conferences

7. How does it work? CultureStrategy Reward Motivation

8. Incentives and HRM theory (Hollings 1994) An overview Performance is influenced by Ability Environment –leadership, culture/climate, structure Motivation Reward

9. Incentives and culture Team Building –satisfaction from being a member –cooperation to ensure success –develop skills –respond to competitive challenges balancing individualist and collectivist tendencies

10. Motivation ‘energises, directs and sustains behaviour’ (Steers and Porter 1975) Content theories - inner sources of motivation Process theories - how the motivation is activated

11. Content theories Physiological Safety Social Ego (Status) Self actualisation Affiliation Achievement Power ExistenceRelationships Growth Motivators Dissatisfiers Maslow McClelland Alderfer Herzberg Salary is a dissatisfier, recognition is a motivator

12. Process theories Equity - measuring yourself against others –comparing effort and reward (Huseman 1987) Implications: people can be motivated to try and match successful colleagues. But if the rewards are distributed unfairly, the result will be demotivating

13. Expectancy theory what’s in it for me? –Expectancy : will the extra effort make a difference? –Instrumentality. If it does what will be my reward? –Valency. Is the reward something I really want? Implication: improving the reward can lead to greater effort and improved performance

14. Goal-setting Someone with a goal is likely to be more focused and more motivated Goals need to be –specific: measurable and observable –not too difficult or too easy –accepted: owned by the individual, not imposed Locke 1968

15. Reward schemes Five criteria for success (Armstrong 1992) –Clear, measurable, achievable, fair, valued Do individuals believe the relationship between performance and reward? Does it produce dysfunctional activities conflicting with the interests of the company? Does it encourage co-operation and collaboration? Does it assist or hinder change (Crowe 1992)

16. References Mintel (1999) Promotions and Incentives www.maritz.com Hollings, A. ‘Marketing and HRM’ in Wilson (1994) Marketing Interfaces Pitman Armstrong M (1992) HRM Strategy and Action Kogan Page Crowe, D (1992) A new approach to reward management in Armstrong M Strategies for HRM Kogan Page Locke, E (1968) Towards a theory of task motivation and incentives Organisational relationships and human performance Vol3 p157-89 O’Brien K Incentive travel in Europe Travel and Tourism Analyst (1997) 1 p 40-52