I have attached the reading and I need help with the following:With the notion that increasing pay will directly motivate employees to be more productive? Will improving employee benefits would have the same effect as raising pay? Chapter 13: Motivation at Work Chapter introductionBook Title: PKG SE HRSPrinted By: Markaria Davis (761545@ulkner.edu)©2020 Cengage Leaming, Inc.Chapter IntroductionLearning Objectives13-1 Describe the basic model of performance13-2 Discuss motivation and human needs13-3 Identify the basic process models of motivation, and describe an integrativemodel of motivation13-4 Describe other related theories and perspectives on motivationOpening Case:Raising the BarAetna recently made a starting announcement: the insurance giant increased thebase wage of its lowest-paid employees to at least $16 per hour, more than doublethe federal minimum wage. This increase in pay affects 12 percent of Aetna's48.000 employees and has a significant impact on both the employees and thecompany. The lowest paid employees, who had a base rate of $12 per hour.received a 33 percent increase in pay, with the average increase of those affectedbeing 11 percent. In addition, the company is extending health insurance benefits tonearly 7,000 employees, lowering their out-of-pocket costs by up to $4,000.While the employees are no doubt delighted, this increase in compensation andbenefits comes with a very high price tag. The total cost of the wage and benefitenhancements was more than $25 million in 2016. What motivated Aetna to makethis move? Well, for starters, the company has estimated that turnover costs themabout $120 million a year. Research has shown that low-wage workers are morelikely to quit than their higher-paid counterparts. The costs associated withrecruiting, hiring, and training new employees can be very high, so a high turnoverrate comes with significant hidden costs.In addition, CEO Mark Bertolini thinks that the pay raise will make workers moreproductive. Many of the lowest-paid workers are employed in the company's callcenters. This can be an extremely stressful job, with callers often upset over what isnot covered by their insurance or even the events that led up to their claim, whetherit's damage to their home or car or an illness or injury. According to Kally Dunn, acall center supervisor from Fresno. "When they call... they're angry. And so it's justa lot of de-escalating, calming them down,... reassuring them." On top of the stressof their job, these low-wage workers face the challenges of paying their day-to-dayexpenses with such low pay. One of the affected employees from the Fresno calcenter is Fabian Arredondo. He says, "Finance can be one of the main stresses inpeople's lives. And when you can pull some relief away from that stress, I definitelythink it makes for-you know, a happy employee is a productive employee."Finance can be one of the main stresses in people's lives. And when youcan pull some relief away from that stress. I definitely think it makes for-you know, a happy employee is a productive employee."-FABIAN ARREDONDO, AETNA EMPLOYEEThis is exactly the logic that led Aetna to take this bold move. Bertolini was surprisedto find that many of his employees were on public assistance, such as food stampsand Medicare. He was shocked "that we as a thriving organization, as a successfulcompany, a Fortune 100 company, should have people that were living like thatamong the ranks of our employees." Aetra was careful to ensure that the raises thatthey awarded employees were substantial enough to offset any loss of publicassistance benefits, so that they truly ended up in a better financial position after thechange.Bertolini also believes that Aetna's shareholders, the owners of the company, aresupportive of the change. "We positioned it with them on the economics first, butwent to this very notion of this isn't fair. We need to invest in our employees. Weneed to help restore the middle class, and that should be good for the economy as awhole. And so for us it is as much-probably, for me personally, more-a moralargument than it is a financial one."Economists Justin Wolfers and Jan Zilinsky recently released a study of the impactof this type of pay increase in private-sector businesses in the United States.Wolfers and Zilinsky found research to support the conclusion that higher wagescan improve worker productivity and performance. They cited one study whichshowed that more than half of the cost of a pay increase can be offset by increasesin productivity and decreases in turnover-related costs. In addition, by offeringhigher wages, companies are able to recruit and hire better employees anddecrease disciplinary issues. The benefits of higher wages also extend to qualityand customer service. A number of recent studies found that employers reportedimprovements in both customer service and the quality of production.Aetna is not alone in this strategy. Gap announced that it would raise its lowesthourly wage to $10. The company saw an immediale 10 percent increase in thenumber of applicants for jobs. And IKEA, the Scandinavian retail giant, recentlyannounced that it was increasing its workers' base pay to $10.76 per hour. Is this atrend that will continue? Will companies increase worker pay to improveperformance and cut costs? Only time will tell. *Think It Over1. Do you agree or disagree with the nation that increasing pay will directlymotivate employees to be more productive?2. Do you think improving employee benefits would have the same effect asraising pay? Why or why not?Why would one person like a job and another person dislike that same job? Even moregermane, if two people are equally capable of performing the same task, why might oneconsistently outperform the other? We might say that one tries harder or exerts more effort,but what we really mean is that one person is more motivated than the other to perform well.

Question

I have attached the reading and I need help with the following:With the notion that increasing pay will directly motivate employees to be more productive? Will improving employee benefits would have the same effect as raising pay? Chapter 13: Motivation at Work Chapter introductionBook Title: PKG SE HRSPrinted By: Markaria Davis (761545@ulkner.edu)©2020 Cengage Leaming, Inc.Chapter IntroductionLearning Objectives13-1 Describe the basic model of performance13-2 Discuss motivation and human needs13-3 Identify the basic process models of motivation, and describe an integrativemodel of motivation13-4 Describe other related theories and perspectives on motivationOpening Case:Raising the BarAetna recently made a starting announcement: the insurance giant increased thebase wage of its lowest-paid employees to at least $16 per hour, more than doublethe federal minimum wage. This increase in pay affects 12 percent of Aetna's48.000 employees and has a significant impact on both the employees and thecompany. The lowest paid employees, who had a base rate of $12 per hour.received a 33 percent increase in pay, with the average increase of those affectedbeing 11 percent. In addition, the company is extending health insurance benefits tonearly 7,000 employees, lowering their out-of-pocket costs by up to $4,000.While the employees are no doubt delighted, this increase in compensation andbenefits comes with a very high price tag. The total cost of the wage and benefitenhancements was more than $25 million in 2016. What motivated Aetna to makethis move? Well, for starters, the company has estimated that turnover costs themabout $120 million a year. Research has shown that low-wage workers are morelikely to quit than their higher-paid counterparts. The costs associated withrecruiting, hiring, and training new employees can be very high, so a high turnoverrate comes with significant hidden costs.In addition, CEO Mark Bertolini thinks that the pay raise will make workers moreproductive. Many of the lowest-paid workers are employed in the company's callcenters. This can be an extremely stressful job, with callers often upset over what isnot covered by their insurance or even the events that led up to their claim, whetherit's damage to their home or car or an illness or injury. According to Kally Dunn, acall center supervisor from Fresno. &#34;When they call... they're angry. And so it's justa lot of de-escalating, calming them down,... reassuring them.&#34; On top of the stressof their job, these low-wage workers face the challenges of paying their day-to-dayexpenses with such low pay. One of the affected employees from the Fresno calcenter is Fabian Arredondo. He says, &#34;Finance can be one of the main stresses inpeople's lives. And when you can pull some relief away from that stress, I definitelythink it makes for-you know, a happy employee is a productive employee.&#34;Finance can be one of the main stresses in people's lives. And when youcan pull some relief away from that stress. I definitely think it makes for-you know, a happy employee is a productive employee.&#34;-FABIAN ARREDONDO, AETNA EMPLOYEEThis is exactly the logic that led Aetna to take this bold move. Bertolini was surprisedto find that many of his employees were on public assistance, such as food stampsand Medicare. He was shocked &#34;that we as a thriving organization, as a successfulcompany, a Fortune 100 company, should have people that were living like thatamong the ranks of our employees.&#34; Aetra was careful to ensure that the raises thatthey awarded employees were substantial enough to offset any loss of publicassistance benefits, so that they truly ended up in a better financial position after thechange.Bertolini also believes that Aetna's shareholders, the owners of the company, aresupportive of the change. &#34;We positioned it with them on the economics first, butwent to this very notion of this isn't fair. We need to invest in our employees. Weneed to help restore the middle class, and that should be good for the economy as awhole. And so for us it is as much-probably, for me personally, more-a moralargument than it is a financial one.&#34;Economists Justin Wolfers and Jan Zilinsky recently released a study of the impactof this type of pay increase in private-sector businesses in the United States.Wolfers and Zilinsky found research to support the conclusion that higher wagescan improve worker productivity and performance. They cited one study whichshowed that more than half of the cost of a pay increase can be offset by increasesin productivity and decreases in turnover-related costs. In addition, by offeringhigher wages, companies are able to recruit and hire better employees anddecrease disciplinary issues. The benefits of higher wages also extend to qualityand customer service. A number of recent studies found that employers reportedimprovements in both customer service and the quality of production.Aetna is not alone in this strategy. Gap announced that it would raise its lowesthourly wage to $10. The company saw an immediale 10 percent increase in thenumber of applicants for jobs. And IKEA, the Scandinavian retail giant, recentlyannounced that it was increasing its workers' base pay to $10.76 per hour. Is this atrend that will continue? Will companies increase worker pay to improveperformance and cut costs? Only time will tell. *Think It Over1. Do you agree or disagree with the nation that increasing pay will directlymotivate employees to be more productive?2. Do you think improving employee benefits would have the same effect asraising pay? Why or why not?Why would one person like a job and another person dislike that same job? Even moregermane, if two people are equally capable of performing the same task, why might oneconsistently outperform the other? We might say that one tries harder or exerts more effort,but what we really mean is that one person is more motivated than the other to perform well.

Accepted Answer

Motivation is an important component of an organization. It helps in directing the behavior of an…

I have attached the reading and I need help with the following: With the notion that increasing pay will directly motivate employees to be more productive? Will improving employee benefits would have the same effect as raising pay?