Application of Motivation and Incentive

Systems at Private Schools

We researched on the incentive systems applied at some of the well known private
schools of Karachi engaged in providing high quality education. The names of these
schools cannot be classified, as permission for publishing the names could not be
obtained. These institutions are known for the high salaries paid to their teachers. We
interviewed a number of teachers at different schools and the results proved that many of
these institutions were unable to provide adequate incentive schemes motivating their
workforce.
Although the teachers confirmed that they were paid high salaries but they expressed
their discontent on the absence of other highly motivating perks.

Problems:
The points that came up most frequently can be summarized as below (in the same
order):

Lack of job security

Excessive workload
Lack of special increments for competent teachers
Very few officially sponsored events for leisure and entertainment
Administration teacher conflicts
Gender discriminations
Limited career development opportunities.
Career development opportunities required lengthy bond periods which actually
de-motivates the teachers
No gratuity and provident funds
Limited casual, sick leaves
Health insurance

The above highlighted problems not only are a cause of dissatisfaction of teachers but
also a difficulty for the administration. The decreased level of loyalty of teachers and lack
of home support leads to a high turnover rate, and retention problems. This research also
recognizes that the teachers are not content only with high monetary benefits, they also
require intrinsic motivators and work/ life balance.

Recommendations & Implications:

We identified certain measures that could be applied in order to solve these indicated
problems and increase teachers motivation at these institutions. The current situation
calls for a capable incentive system, Staff Motivation Scheme to be installed at these
schools.

Staff Motivation Scheme

Staff Motivation Scheme should be implemented to enhance commitment and to motivate
staff towards continuous improvement of service in pursuance of the spirit of serving the
institution. it includes the following measures:

Discuss with staff from time to time especially at the beginning of the appraisal
period and during performance review meetings, what their work goals and targets
are and how they should be accomplished.

Provide feedback on what staff has done well and where improvement could be
made. Praise something your coworker has done well. Identify the specific actions
that you found admirable.

If you can afford to, give staff money. End of the year bonuses, attendance bonuses,
and quarterly bonuses.

Long and meritorious service awards may be granted to the teachers on their 20th or
30th year of service.

Commendation letters may be issued to the teachers who have made a substantial
contribution towards enhancing the efficiency or the image of their institution or
carrying out an exceptionally good performance warranting special recognition.

Encourage staff to express their views on their performance.

Assess the staff's performance throughout the appraisal period rather than focusing
on periods where their performance was particularly good or bad. Also assess how
motivated your staff is.

Discuss ways to empower staff.

Consider training and/or development needs of staff and work out for them
corresponding training and development plans to raise the capability of staff for
performance improvement.

CONCLUSION:
Managers need to understand how their subordinates think, and how they feel towards
manipulations, rewards, and punishments. This aspect is particularly important when
motivating problem people. Everyone has motivational energy, but this energy may be
blocked
For effective motivation systems, motivation should be a major contributor to
performance, and there should be good performance appraisal system available.
Through motivation, we seek to secure staff commitment; develop and manage them to
give of their best to support departmental aims and objectives; and achieve the ultimate
aim of serving the community better by providing quality service which our community
deserves.