Show Me the Money! 219 Sandy, a team leader, invited his team each year to a Christmas party and a summer barbecue. The team members looked forward to these events, and Sandy attributed the very low turnover in his team to the personal rapport that was built and reinforced by these parties and other recreational activities in which the team as a group participated. The Least You Need to Know · Satisfiers are factors people must have from the job in order to produce at least minimum work. Motivators are factors that stimulate people to perform over and above the call of duty. · Money is a satisfier. It's generally been assumed that offering more money generates higher productivity. And it works--for most people, but not for everyone. · Learn as much as you can about your associates' personal life style. Offering the opportunity to make more money as an incentive to people who don't care about it is futile. · Most compensation programs determine how much an employee should be paid by considering the skill level of the job as determined by a job analysis and comparison with similar jobs in the industry and com- munity. · As teams become more and more a part of the corporate culture, the base pay of team leaders will be only slightly more than that of team members. The real financial rewards will be based on team productivity. · Although in some compensation systems team members are rewarded on the basis of their individual production, additional bonuses may be given if the team as a whole exceeds production quotas. · Profit-sharing (ESOPs) and stock option programs are effective incentives that are growing in popularity. · Companies have found that most employees like receiving perks. Perks keep reminding them that the company is giving them something.