f Actualisation) with pay at the lowest. Bennett (1981) looked at motivation and commitment “as a mixture of Economic rewards, intrinsic satisfaction and social needs”, which Rollinson(1998) stressed “should be ongoing practices”. Makin(1996) looked beyond financial payments whilst Rose and Edmund Cadbury believed payment incentive schemes “eliminated judgement and initiative”(Statt`1994) now so vital to HRM. Mullins(1999) states, “Managers must provide challenging, creative work, unblocking workers growth needs, allowing sufficient opportunity for key workers to have more opportunities to satisfy existence and relatedness needs”, (e.g. promotion). Alderfer supported this, whilst Locke/Hertzberg looked at job enrichment. Adams(1995) believed Managers should ensure “equitable fairness amongst staff in payment and treatment as underpaid, undervalued staff have less commitment”. The majority of these studies (e.g. Hawthorne Plants 1920/30`s) involved manual staff so there relevance in retaining Executive staff is questionable. Richard Smith (Senior Partner Paris, Smith and Randall) stated “monetary incentives being vital for Law firms to retain the best employees.” He used Cafeteria type fringe benefits of free healthcare, car parking and use of company football box. With “Paris`s” negligible turnover rate his business attracts Taylorist practitioners. However, he acknowledged the importance of regular Appraisals. Maslow`s ideas are vital within most organisations using Intrinsic Motivators alongside Extrinsic ones.Senior Personnel Manager (Southampton Institute) Claire Elms believed “Extrinsic rewards were her initial motivator, now overtaken by good working conditions, flexible hours, equality and security.” The Institute uses standard pay methods of nationally negotiated levels. She re-iterated “ for key Executive staff there w...
