Reward For Performance & Contribution 5HR03

Reward For Performance & Contribution 5HR03

You will assess the fundamentals of reward, their significance for culture and performance management, and the application of procedures and policies. You will discuss how methods to reward and the many advantages that organizations provide are impacted by individuals and organizational success. You will assess the best approaches for gathering and measuring data, and you will gain an understanding of benchmarking data. You will also create award packages and elucidate the legal requirements that affect reward practices. Lastly, you will go over how people practice helps managers make consistent, sensible reward decisions that are in line with established procedures.

This unit is appropriate for those who: 

  • are pursuing or starting a career in people management; 
  • are employed in a people practice position and would want to use their expertise to help define organizational value; 
  • or are either working toward or in a people manager job.

Learning objectives

After completing this subject, students will be able to: 

  • Recognize the effects of incentive schemes and packages.
  • Has the ability to conclude benchmarking data to guide reward strategies.
  • Recognize how people specialists assist line managers in setting compensation.


Students acquire knowledge about how internal and external organizational variables influence the creation of incentive-related policies and procedures as well as reward schemes. Students are required to apply their expertise to a case study regarding Leia Technologies within the framework of 5HR03. After releasing its savings and investing app, Leia Technologies has shifted its focus to improving its rules and incentive schemes to support organizational development. But in this endeavour, there are gaps in our understanding of reward, which is why people experts are involved in evaluating and improving the strategies used. Students must create a management guide that includes all of the evaluation criteria listed below to address these reward-related concerns and close the knowledge gap.


AC 1.1 Examine the concepts of reward and their significance for performance management and organizational culture.


  • Students explain the fundamentals of incentives, which include, among other things:
  • distinguishing between extrinsic and intrinsic rewards.
  • The goal to maintain equality, stability, and justice in the system of rewards.
  • The ability of human resource specialists to align incentive programs with company goals.
  • The efficient application of incentive procedures and rules within the company.
  • The relationship between commendable labour and rewards.
  • The implementation of relevant reward-related laws.
  • Students can elaborate on the importance of performance management and organizational culture by critically evaluating elements like The recognition of incentives based on performance.
  • The process of incentivizing workers according to their value contribution to improve performance.
  • Techniques for raising worker engagement as a spur to better output.

AC 1.2 Describe the implementation of policy objectives and practices.


An organization`s ability to achieve its goals and objectives is largely dependent on its reward policies and procedures. By implementing the following fundamental ideas, these policies play a crucial role in creating a motivated workforce:

  • Adopting the "felt-fair" tenets will help to guarantee that workers believe the rewards program is fair and reasonable.
  • Negotiating the challenging landscape of preserving internal equality in terms of pay and benefits for every employee in the company but also retaining outward reward competitiveness.
  • Putting protective measures in place to defend the organization`s and its workers` interests.
  • Encouraging a collaborative culture and active participation in the process of implementing incentive policies and practices to ensure shared ownership and inclusion.

AC 1.3 Describe how individuals and organizational performance may affect the incentive system.


The first thing that students will do is define performance measurement precisely. They will then go on to discuss the effectiveness of performance evaluation and highlight how it affects both workers and the business as a whole. Prominent performance-related concerns that profoundly influence the incentives strategy include:

  • The widespread impact of competitive dynamics and outside forces on the organization`s compensation policies.
  • Historical standards that have changed throughout time from stakeholders, including workers, in the firm.
  • An important factor in determining reward systems is the legal framework for equality and fairness in rewards.
  • Another layer of complexity to the incentive system is the calculation of awards depending on variables like working hours and employee successes.

AC 1.4 Examine the many benefits provided by organizations and the advantages of each 


Students provide a perceptive analysis of a range of organizational advantages, including:

  • Pay based on performance
  • Recompense for accomplishments
  • Workers` joint ownership
  • Offering bonus programs, commissions, medical coverage, statutory paternity, maternity, and parental leaves and pay, alongside childcare help, are just a few of the incentives available.
  • Suggestions for changes to the budget and resource distribution.
  • Elements that support personal opinions on what is significant about incentive schemes in use.

Furthermore, students clarify the benefits of those perks, which include:

  • Increased levels of involvement among employees.
  • Increased dedication and motivation among staff members.
  • Factors to entice gifted people to join the company.

AC 1.5 Evaluate how intrinsic and extrinsic incentives affect employee engagement and long-term corporate success.


Employees get performance shares and business stocks as a non-cash incentive. Involve workers in the management of the company as an extrinsic incentive to show them how much you value them. It encourages fidelity, boosts business investment, and raises staff retention rates.


Cooperation among coworkers promotes harmony. Employee collaboration across all departments is what makes it unique. It attracted highly trained workers, raised retention rates, reduced staff turnover, and enhanced productivity. It is an incentive from the outside.

Backing from upper management

It is defined by the management of a firm fully supporting a worker. Financial assistance, mentoring and training, barrier elimination, and protection are examples of the help. One kind of non-monetary extrinsic incentive that encourages loyalty and raises employee engagement and transparency is managerial support.

Drive and involvement

Engagement and motivation are essential for a firm to operate successfully. Willingness to work is a key indicator of motivation, while commitment, purpose, and belonging are indicators of engagement. They both come from acknowledging and appreciating workers inside a company. It encourages togetherness, inclusiveness, productivity, creativity, and royalty.

Connecting actions to results

It is preferable to link behaviour to accomplishment to bring out the best in personnel. Workers get rewards when they exhibit certain behaviours that are essential to accomplishing company objectives. More workers will want to work and act similarly as a consequence of behaviour awards. Effective time management, innovation, evaluation, and strong leadership are examples of desirable behaviours. It`s a quality that boosts worker retention, productivity, and loyalty.

Our Giveaways

Plagiarism Report

for £20 Free


for £12 Free

Title page

for £10 Free


for £18 Free


for £9 Free

Limitless Amendments

for £14 Free

Get all these features for
£83.00 FREE

CIPD Assignment Help