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Research Article Translation Paper, Article Critique Example

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Article Critique

Source: Peterson, S.J. and Luthans, F. The Impact of Financial and Nonfinancial Incentives on Business-Unit Outcomes Over Time. University of Nebraska, Lincoln and Miami University. Research Reports.

The study of Peterson and Luthans specifically aim to explore two aspects of business operation that are likely to affect the current status of businesses around the globe especially relating to fast food industries. The said aspects include the financial and non-financial incentives that are implicated in actual business operations. The impact that these incentives make upon the outcomes of the businesses’ operation could be measured through assuming the developments incurred based on profit, customer service as well as employee turnover situations.

Relatively, to measure the impact of both aspects of business into the fast food industry, the researchers performed an investigative investigation on the said system of operation. With proper research from viable and reliable sources, the researchers intended to gather important data that would help in identifying the course of definition that they want to implicate in their study. Financial and non-financial incentives are viewed by the researchers to have positive impact on the operation of any particular organization [in this case, the focus is on fast food branches]. Notably, such indication of effect create a distinctive course of development for businesses. Nevertheless, although both aspects have positive effects on business development and operations, it is obvious that the level of impact that each aspect bring about differ based on how individual workers view them. Their role as major contributors to the personal development of the workers especially in relation to the level of performance that they are willing to apply in line with their position in the business count so much in measuring whether or not the financial and non-financial incentives define the work ethics of the employees.

Given that the fast food industry is classified under the umbrella of the service industry, the researchers intended to measure the capacity of financial and non-financial incentives to create a difference on employee performance based on customer reactions and feedbacks. Gaining the assumptive reaction from the customers and realizing factual information especially based from the personal views of the workers themselves, the researchers were able to make a distinctive separation on how the fast food industry workers are able to define their personal learning capacities. From this point, realizing the satisfaction of the customers in retrospect towards the satisfaction realized by the workers have been considered relative and connected to each other. This then means that when a worker is satisfied with the incentives that he has gained from the company, the level of performance he presents his customers with becomes heightened and further improved hence creating a chain reaction that satisfies the customers as well. The result of such relative connection of satisfaction becomes evident when it comes to the profit earned by the businesses as more customers choose to return for the service [and not only the product] that the business offers the market with.

To make their point more distinctive, the researchers insisted that in the fast food industry, the primary competition does not only lie on the kind and quality of product that the businesses are willing to offer. On the contrary, a higher degree of competition lies on the capacity of each organization to provide superb service to the clients that they serve in the market. Remarkably, organizations that are able to support their workers with proper financial and non-financial incentives as points of motivators are specifically capable of defining the course of service that their workers provide their customers with. In this article, the researchers pointed out how extensive consideration on both financial and non financial incentives as forms of motivators create a sense of investment that always gain higher return especially when it comes to developing market loyalty based on quality service from the staff working on one branch towards another. In a market of tough competition, it always pays to invest on the people and have them realize that they are more than just workers, they are part of the company and they are treated as vital sources of the organization’s success in the future.  Overall, the article was able to present the most important issues relating to employee motivation and how financial and non financial incentives contribute to the matter.

Carrying out the results of this particular article, human resource managers could learn that while non financial incentives do affect the motivation of the employees, it could be analyzed that more still respond to financial rewards. Nevertheless considering both aspects in a balanced manner specifically creates a more susceptible environment that could help employees become more responsive to the expectations their employers have on them. Personally though, I do think that the research would have been better defined by the actual interview procedures that would involve insisting on how employees actually respond to the specific motivators that HR officers use towards them. Getting feedback from the employees themselves would render the research more implicative and applicable for practical use.

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