FedEx (Federal Express) is a courier service provider based in Memphis, US and has a
worldwide business outreach. After its incorporation in Delaware in 1997, the firm quickly
moved to expand its canopy to virtually every destination in the world (FedEx, 2016, par. 5). The
corporation got its ISO-9001 excellence certification in 1994 and since then it continues to
emerge as a global leader in cargo services provision (Reuters, 2016, Para 2). Currently, FedEx
offers export, as well as import services with an extensive business outreach within the logistics
industry. Since its formation, the firm continues to develop its trademark as a reputable
established recognized globally for its efficient logistics services. Owing to its brand repute,
FedEx increasingly grows to attract consumers from around the world. The organization’s
infrastructure instills quality in its business operations and always seeks to win customer
confidence by satisfying their needs (Mazur-Małek & Mazur 2017). Federal Express’ commits
its energies to superior quality to enable it to keep ahead of other industry players. The
corporation’s focus on quality is a major aspect of its profitability in an industry characterized by
stiff competition. The corporation drives satisfaction in all its endeavors with significant
attention to human resource management to enhance its commitment to stakeholders (Reuters
2018, Para 3). Through this enablement, FedEx continues to feature as one of the strongest
participants in the marketing and supply chain setting. However, with its robust human resource
management structure, FedEx faces a significant challenge concerning employee satisfaction. In
particular, FedEx incentives schemes does not sufficiently reward its workforces to enable them
to yield their best at work, hence the organization's regressing profitability.
Project Aims & Identification of the Business Issue
As a leading cargo service provider, FedEx relies on sound human resource management
systems to facilitate its operations within the industry. Since its luncheon, the firm’s
competitiveness has been spinning around a strong human resource management. According to
FedEx (2016, par. 2), this continues to result in a strong and dependable supply chain operation
in an area where it has a market presence. However, despite the fact the firm operates one of the
most robust human resource management departments, FedEx still grapples with significant
employee satisfaction concerns (Delery & Gupta 2016, 140). As such, the organization
experiences tremendous meltdown it some areas of operation, thereby weakening its competitive
advantage. Consequently, the firm has been experiencing an ongoing workplace dissatisfaction,
which further weakens its corporate appeal. The net effect of these concerns has been the
emergent layoffs, workplace unrests, staff absenteeism, and lethargy at work, low worker
turnover, lack morale, and under-productivity. In the event that things have to continue the way
they currently are at FedEx, then the firm might have to lose a significant market share to the
Incentives at FedEx 5
majority of its rivals such as Railway, Express Agency, United Parcel Services, Air Cargo Inc.,
Amtrak Express, and XPO logistics (2016, par. 3). FedEx, must, therefore, consider
incorporating a great deal of employee wellness programs to turn around its fortunes and reclaim
its fast dwindling glory in the logistics industry. Owing to the underlying paybacks attached to
the personal wellness programs, FedEx must consider incentives to rekindle the fading
stakeholder confidence to enable it to recapture its original standing in the market. Among the
notable areas of consideration while seeking to incorporate greater incentives within the
organization, include monetary incentives, non-Monetary Incentives, employee recognition, and
staff assistance programs.
The very essence of business is to make profits and the best way to create and sustain a
profiting workforce is to invest in the employees. Investment in the employees considers various
initiatives businesses employ to engage their workers more at work. Greater engagement at work
conveys significant benefits to the employer including higher profitability and competitiveness.
Incentives are fundamental opportunities for growth since they affect the firm's effectiveness by
positively influencing worker's behavior at work. Aghwu (2013, 52) defines an incentive as a
process of evaluating and compensating workers based on performance. Ibrar and Khan (2015,
97) however, imply that incentives are compensations, which an employee receives from the
employer as a reward for demonstrating excellence at work. Patwardhan and Singh (2013, 472)
define incentives as including all the valuable outcomes, which workers derive from the
workplace such as base pay, inducements, and non-salary benefits. In his analysis, Aghwu (2013,
53) observes that the higher rewards extended to employees, the greater the motivation they
experience at work. In essence, lower employee engagement with respect to these initiatives the
less the likelihood to master employee motivation at work. Dlamini et al. (2015, 464)
acknowledge the essence of reward schemes as a core management program for motivating
workers. Essentially, incentives attract workers to join an organization, keep working for the
Incentives at FedEx 6
firm, and inspire them to perform to their best levels. Incentives are essential in improving
workers performance and have a greater likelihood of attracting and retaining the best
employees. As such, businesses utilize incentives as part of an organizational plan through which
they attract, retain, and inspire workers to perform optimally while supporting them to meet their
personal objectives, as well.
While studying a sample of 150 universities to examine the relationships between
incentives and institutional performance. Dlamini et al. (2015, 465) established that the
cumulative tutor attitudes initiating to job satisfaction concurrently correlated to the overall
institutional performance and competitiveness. Remarkably, good incentive initiatives always
generates a positive outcome, which in turn reflects a student’s academic performance, in a
school scenario. Organizational performance indices across these universities explore that learner
performance increased significantly with an impressive mean across the colleges that engaged
their staffs on various incentive programs (Dlamini et al. 2015, 466). When the researchers
statistically tallied the characteristics of the institutions under study, staff satisfaction, alongside
other performance-related considerations indicated a significant improvement at unit-level, as
well as the overall organizational performance. The results validate stronger staff satisfaction in
the colleges that offered their tutors more opportunities for personal growth. Incentives give rise
to more content staff, which espouse greater efficiency in organizations that support their
workers in the best way that reward them. Mazur-Małek and Mazur’s (2016, 78) study
demonstrated that effective incentive programs brings satisfaction to the employees and
consequently fosters organizational and individual workforce efficiency. However, one major
limitation characteristic of this study was its penchant on a compromised study sample that
delineated its outcome. The fact that the institutions profiled under this study were elementary
colleges, significantly limited its appeal for consideration in a primarily business environment.
Incentives at FedEx 7
The study might not candidly capture the needs of a highly competitive business environment
explored by FedEx.
Incentives provide firms with higher latitudes of engaging their employees more at work.
Studies document that highly engaged workers are more productive and are likely to identify
with their organizations more than those are that least engage their staff are. Ongaki and Otundo
(2015, 36) investigated the underlying relationships between workplace incentives, and
organizational benefits such as productivity, competitiveness, and consumer ratings. The
researchers generated data and measured these outcomes at two major units from the 25 branches
of a financing corporation. Wayne et al., (2014, 348) undertook this process to scrutinize the
underlying connections among the enumerated variables. The insinuations, however, led to
inconclusive findings as different aspects pointed to varying deductions. Nonetheless, their
examination demonstrated satisfying evidence for client satisfaction. Hypothetically, such
inferences are contradictory to the evidence inherent in the literature. However, while majorly
tentative findings, Wayne et al., (2014, 349) discoursed numerous probable details validating the
positive outcomes attached to incentives. For instance, the researchers explored consumer
satisfaction parameters, which can positively transform an organization. Moreover, the
researchers were able to demonstrate that certain work settings might be unusual and not all
initiatives on incentives might capture the desired outcome. As such, customer satisfaction might
inversely mirror the aggregate engagement with the organization. Just like Dlamini’s et al.,
(2015, 466) article, Wayne et al., (2014, 352) major study concern is that the data used in
analyzing the outcome of incentives were from a single organization, thus negating its
practicability in a highly engaging workplace such as FedEx.
Research demonstrates that employees that espouse enthusiasm at work are those
individuals who desire to be at work and have the willingness to do what it takes to achieve the
best. In their nature, incentives are fundamental in generating enthusiasm, as well as creating and
Incentives at FedEx 8
sustaining a positive attitude ta work. Malik (2018, 78) notes that enthusiasm is a broader
workplace concept that can mean different things across settings. Within the corporate world, in
particular, it explores the ability is not just getting an undertaking done conclusively, but also in
a befitting manner that gives honor and glory both to the employee and the employer. Incentives
create and nurture a positive and enthusiastic workplace, which form the basis of organizational
productivity. A positive and enthusiastic attitude at work is critical in enhancing the individual
worker performer. In their paper, Mattke et al., (2013, 78) piloted a meta-analysis of a study
previously undertaken by the Gallup, Inc. The study analyses an aggregated worker job approval
and engagement ratings. Based on 1,500 organizational departments in 50 firms, the researchers
discovered a positive and substantive correlation between employee approval and organizational
outcomes across units. The researchers discovered that corporate units across organizations that
had more worker engagement programs yielded a higher percentage viability compared to those
that had less engaging incentives. Besides, findings demonstrated that firms have higher
productivity outcomes when they commit their incentives at business units as such endowments
engage employees effectively. The researchers were able to strike a fundamental relationship
between employee incentives and job-satisfaction, which in turn leads to higher productivity.
Analysis of Case Example
The current report details incentive programs at FedEx. Moreover, the paper explores
how an inability of the corporation to create and enhance robust employee wellness initiatives
contributes to their waning workplace confidence. As outlined in the intro, the poor employment
outcomes at FedEx emerged mainly from the human resource management’s inability to create
and sustain the spot-on employee wellness programs that capture the aspirations effectively
(Delery & Gupta, 2016, 142). In this section, the researcher explores relevant data and references
to reconnoiter the extent to which lack of incentives regressed employee performance and that of
the firm. The researcher links the discussion of verdicts recovered herein to the literature review
to provide reasonable grounds for substantiating them to identify correctly the areas that require
Incentives at FedEx 9
improvement at FedEx. The cases outlined in the literature review explore the underlying
impacts of monetary and non-monetary incentives such as staff training and periodic workshops
to enhance excellence at work. While monetary incentives provide employees with an
opportunity to fulfill their personal financial obligations thereby enhancing their commitment at
work, the non-monetary incentives are integral in nurturing skills to ensure the person releases
their optimum potentials at work. Aghwu’s (2013, 52) study established that incentives
significantly influences a company’s financial profitability, workforce turnover and client
satisfaction outcomes. Left on their own, employees often find the workplace boring and as time
goes lethargy sets in. No organization can make significant progress when the work setting fails
to inspire workers to give their best at work.
In the literature review scholars demonstrated that even though monetary incentives have
a significant impact, they tend to be less effective within the business environment. As such,
firms are increasingly surging toward seeking human welfares through initiatives such as
employee training, workshops, medical cover, and retirement packages. The majority of the
papers reviewed herein unanimously submitted that organizational or departmental effectiveness
mirror the extent to which corporations engage their employees within the workplace (Aghwu
2013, 53). Organizational or unit-level outcomes such as employee compliance, staff turnout,
worker collaboration, or sabotage correctly capture the atmosphere nurtured by the employer
within the work environment. It is, therefore, imperative for businesses seeking to derive an
empirical correlation between the aggregated staff attitudes and organizational performance
prioritize incentives to engage their workforces more. As Schultz and Schultz (2015, 49) note,
worker engagement is an integral part of creating and sustaining productivity in all work settings.
The benefits attached to the concept of incentives are immense and organizations that often face
workplace challenges must turn their fortunes by investing more in their workforces.
Increasingly, businesses must evolve by continuously establishing innovative approaches to
Incentives at FedEx 10
augmenting workplace satisfaction. In the 21 st century, businesses will no longer compete against
their rivals on their economic might or market spread but by correctly identifying the needs of
their employees and fulfilling them effectively. This is so because an engaged workforce offers
the businesses far much competitive advantage than other assets attached to a firm. The business
environment is increasingly competitive and a motivating work setting is all that workers need to
build, nurture, and sustain their capacity.
As explored in economics and psychology studies, incentives are the force behind
engaging in a particular or desired behavior. These reasons often entail basic needs and
fundamental wants such as food, hobbies, and personal objectives. A motivation for behavior,
however, might also be attributable to less-parent spurs such as morality or altruism. Incentives
denote the internal or external spurs that pursue the desired performance outcome through
attitude nurturing (Otenyo & Smith 2017, 6). While scrutinizing employee attitude, data sampled
across work settings continues to prove worthwhile in determining the scopes of opportunities
open to corporations. Researchers are continuously investigating new approaches of generating
effective incentives, both at the individual and corporate levels. According to Malatsi (2018),
incentive programs in an organization motivates the workforce to achieve more and creates an
enduring bond between the employer and employee. Studies continue to demonstrate a positive
link between the aggregate worker approval ratings and unit level performance (Malatsi 2018,
par. 2). Incentives attach significant benefits to organizations as they provide employers with
greater latitudes of engaging their employees to take increased initiatives in giving back to the
organization. These initiates often replicate themselves in greater inventiveness within the
workforce, which offer businesses an opportunity to compete effectively against their rivals.
Much of the studies that investigate the correlations between incentives and performance at work
demonstrate consistent and statistically positive outcomes, thus necessitating a need to provide
greater incentives for workers.
Incentives at FedEx 11
While FedEx is among the logistic chains that invest heavily in their employees through
enhanced pay and remuneration programs, research within the organization reveals that salary
alone does not capture the interest of all individuals. Workplace enhancement programs are still
wanting within the firm to ensure FedEx has a robust employee base. Apart from what workers
take home as their salaries, there should be adequate opportunities for them to receive an extra
cash for what they perform extraordinarily (Otenyo & Smith 2017, 9). Where workers perform
their tasks ordinarily but receive no additional benefits, chances of being upset might be high.
Individuals are more productive and positive in their undertakings when there are opportunities
for appreciating them to continue their good work. Worker motivation at FedEx might be lacking
due to the obvious reasons for missing the required upward force to enhance employee stamina.
Besides the monthly remuneration, organizations with a keen interest on their personnel employ
monetary incentives within their work settings to motivate their employees and to enhance
performance and productivity (Poister et al. 2014, 57). FedEx employees’ ratings are waning due
to the lopsided approach that was recently undertaken by the human resource management.
FedEx must broaden its incentive programs to encompass staff investment opportunities, paid
time off, benefit sharing plans, money prizes, objective based pay, and rewards to upgrade their
worker appraisals (Bandt 2013, 4). Moreover, fiscal motivators must consider yearly and semi-
yearly rewards, which the organization must give the employees the option to enroll at mid-year
and end year plans. The essence of these initiatives is their ability to inspire positive competition
within the workplace to enhance productivity.
The literature review underscored that while monetary incentives are effective alongside
employee remunerations, they might not necessarily instill the much-desired motivation at work.
As such, organizations must consider efforts to incorporate the non-monetary incentives to
propel their workforces in the direction that both reward them and the business. It is imperative
to note that money does not offer an answer to all the needs of an individual. Sometimes
Incentives at FedEx 12
individuals require an ongoing engagement with the employer to inspire them to excel at work
and perform uniquely. Non-monetary initiatives are instrumental in rewarding employee
performance through extending opportunities and pecks to the staff. These initiatives comprise
flexible working hours and duration, training opportunities, as well as the opportunity to work
independently, entertainment programs, and field trips, (Scott 2018, Para 3). Non-money related
incentives are profitable in the work setting since they entreat the staff to learn new abilities and
further seek education progression programs. A new employee fresh from college, for example,
may see an excellent career preparatory program in an organization as profoundly significant as
contrasted with higher base compensation since such an opening goads profession development.
Opportunities for higher learning offer employees greater latitudes of staying with the
organization while developing their career paths. A highly professional personnel ensures the
business is always innovative, hence the ability to stay ahead of other businesses within the
market. Through these initiatives, businesses are more able to master competitiveness by
retaining a strong and committed workforce.
Organizations that strive to recognize their workers for various accomplishments have
higher ability to nurture morale and positive attitudes within the work setting. Employee
recognition, on its own as an incentive, is enough to spur motivation within the workforce and
offer appropriate feedback in the work setting. According to Scott (2018, Para 4), these
initiatives might entail award ceremonies, public announcements, and engaging employees in the
role of mentors. Organizations might roll out these initiatives, which include weekly, monthly, or
annually to keep track of the developments within the work environment. Recognition offers a
robust opportunity to motivate employees thereby ensuring that they always have the
determination to do their level best (Hadwiger 2018, 74). Employee recognition is a vital
management concept for capturing, building, and sustaining productivity and innovation at work.
FedEx management should inspire its workforces not only through monetary and non-monetary
Incentives at FedEx 13
programs but also through acknowledging their rare achievements to instill personal growth and
further inspire others to emulate their good work (Schultz & Schultz 2015, 37). While monetary
rewards and other programs such as training opportunities might appear as effective in various
workplaces, when money no longer a priority for personal growth, acknowledgments prevail.
The contemporary workplace demands more than tangible rewards to inspire and instill
productivity. It is necessary to underscore the fact that the dynamics that inspire satisfaction at
work differ explicitly from those that bring about job dissatisfaction. Essentially, satisfaction and
dissatisfaction at work or the situations, which inspire them tend to supplement one another,
hence the need to integrate the intangible incentives such as recognition.
The literature reveals that most organizations fail in their efforts to motivate their
workforces because they tend to focus on areas that they assume would inspire workers to
discharge their utmost potentials. A small percentage of employers extend reward and incentives
to their staff through worker assistance initiatives. Employee assistance programs are
instrumental in helping the staff to create and nurture a balance between work and home-life
through subsidizing their mental and physical wellbeing (Scott 2018, Para 5). The organization’s
workforce benefits from the psychotherapy services under this scheme. Other programs extend
daycare opportunities to working parents to inspire a balance between work and private life.
FedEx, for instance, must consider bettering the working conditions to inspire works to
concentrate more on their assignments. Opportunities that enable the person to experience self-
growth through insurance covers, for instance, are increasingly becoming very popular within the
service sector. These initiatives proactively help the workforce in their home obligations, thus
ensuring they concentrate on their duties in the workplace. The literature on service-oriented
firms explores monetary and recognition initiatives no longer motivate various workgroups in
many settings. The 21 st -century workplace trends explore that motivation for the workforce goes
beyond monetary and other tangible rewards only but considers the intimate attachments
Incentives at FedEx 14
between the employer and the employee (Otenyo & Smith 2017, 12). Essentially, an inherent
stimulus including the pursuits of self-esteem are increasingly gaining and personal growth tend
to bear more weight for the modern-day worker. FedEx needs to focus more attention on
intangible incentives to supply the emerging needs of various individuals within its workforce
pool. The firm must discern and fulfill the extrinsic needs of their workforces to engage them
more at work.
A fundamental theme that revolves around the studies reviewed in the literature is the
explicit association between incentives and employee satisfaction and the overall organizational
competitiveness. Both in practice and in theory, these relationships run from the predisposition to
personal satisfaction to unit-level or organization-wide productivity. The literature reviewed
explores that FedEx’s dwindling competitiveness stems from the organization’s inability to inject
more incentives to the workforce. Currently, the majority of the initiatives intended by FedEx as
incentives focus mainly on monetary rewards and compensations. The analysis part, however,
reveals that the 21 st -century workplace is increasingly evolving and some of the traditional
workplace engagement practices might no longer capture employee needs (Spence 2015, 123).
Since there is a significant correlation between employee engagement and productivity, FedEx
must begin questioning the factors, which are characteristic of its workforce to ensure that the
initiatives under consideration deliver the results sought. For instance, the organization must
focus significant attention on the situational considerations, which foster worker motivation even
in the absence of monetary rewards such as supervisory support. In sum, the literature revealed
that organizations, which more worker engagement programs yield percentage viability
compared to those with less engaging incentives. Additionally, findings explore that firms have
higher productivity levels when they incorporate both the monetary and non-monetary incentives
at work. Finally, the literature strikes a fundamental relationship between incentives at work and
job satisfaction, which consequently leads to higher productivity.
Incentives at FedEx 15
Rewards and incentives within the work setting have tremendous benefits for the
employees, as well as the employers. These programs promote the workforce motivation,
satisfaction and further enhances employee participation in the organizational operations. On
their part, employers experience significant efficiency, productivity, and work output. Through
inducement rewards, the organizational stakeholders relish a continuous dynamic and
constructive work environment. Staff satisfaction explores the basic concerns underlying within
a workplace, as well as the emerging needs of the individuals. Job dissatisfaction is among the
challenges that diminish performance at work and generates under-productivity due to low
morale. Organizations, though their human resource departments have a grave task of discerning
signs of dissatisfaction within the workplace to take the necessary and timely remedial action to
correct situations before they go flared up. There are tremendous paybacks attached to workplace
satisfaction and businesses must increasingly work alongside their employees to ensure that
incentives provided by the management correctly offer a solution to their needs. It is necessary to
understand that the market is growing increasingly competitive and corporations are finding it
hard to cope with the market forces that beset them. However, businesses with effective
incentive infrastructure roll out programs that give them an impressive leeway in the market. As
such, businesses increasingly invest in their workforces by ensuring that incentives are capable
of solving their current and future needs. Obviously, money cannot be a solution to all needs and
businesses must increasingly consider more innovative approaches to engaging their employees.
As a strong participant in the service industry, FedEx must take increased initiatives of
rewarding and recognizing their workforces to ensure workers identify more with the business.
Competitiveness among organizations does not only rely on their economic might or
market outreach, but satisfied workers are also the bedrock of a business' productivity. However,
organizations must realize that workplace satisfaction is a broad concept that monetary rewards
alone do not fulfill. While monetary incentives are effective in virtually every situation, they
Incentives at FedEx 16
might not necessarily instill the much-desired motivation in all work settings. Corporations must
consider efforts to integrate the non-monetary incentives to supply the missing links that might
be absent within the workforce. Money alone does not offer a solution to all the needs of
individuals. Employees desire an ongoing engagement process with the employer to
continuously seek a solution to the emerging concerns both at personal life and at work. Besides
the monetary rewards, the non-monetary programs such as health covers, training opportunities,
and pecks to the staff continue to prove highly beneficial. Other initiatives such as flexible
working hours, entertainment programs, field trips, opportunity to work independently. Even
though monetary-incentives answer the needs of the moment, the non-monetary considerations
are valuable since they enable workers to learn new skills, relieve their anxieties, and further
pursue knowledge advancement programs. In particular, opportunities for higher learning offer
the workforce greater latitudes of staying at the organization while at the same time developing
their careers. A highly proficient personnel offer the businesses an opportunity to stay
innovative, hence highly productive. Through these incentives, corporations are more able to
hone the skills of their workers to enable them master competitiveness across industries.
As a leading player in the service sector, FedEx must invest heavily in its workforces to
enable them to unleash their full potentials at work. Competitiveness within the service sector is
increasingly human-based and businesses improve their profitability by improving the
performance of their employees. Both theory and practice explore that incentives offer the
businesses a strong foundation to augment their satisfaction levels. FedEx can increase
satisfaction within its labor force by observing the following.
Reward and Recognition
FedEx reward and recognition program is lagging behind by industry estimates and other
businesses are taking increased advantage of this weakness. Appreciation and prizes are
powerful tools for driving morale and building robust teams. The organization must continuously
Incentives at FedEx 17
demonstrate approvals for the most deserving individuals. The firm, for instance, may adopt a
culture of sending personal notes to their personnel to complement them for the extraordinary
miles they attain at work. Additionally, FedEx might consider informal celebrations and bashes
periodically to entertain and re-engage their workforces more. The company must accept the fact
that the service industry is rapidly evolving and, so does the workforce, which is slowly but
surely becoming increasingly subtle to majorly personalized assignments and duties.
Efforts that seek to create greater satisfaction at work must establish a proactive
workplace that prioritizes people’s welfare. As Ibrar and Khan (2015, 97) note, to establish what
motivates individuals at work, businesses must seek more opportunities that inspire them.
Incentives enable firms to achieve workplace satisfaction through tangible and intangible
benefits that turn individuals on. According to, Ibrar and Khan (2015, 96), businesses must
sacrifice their resources to generate opportunities that offer satisfaction at work. FedEx, for
instance, must nurture and sustain an understanding work environment to ensure that its
employees are a happy lot. The company might opt to establish the personnel assistance centers
across its headquarters to assist in solving various outstanding challenges. On behalf of their
employees, FedEx may start offering discounted programs for their employees, family and
childcare initiatives for their personnel, in addition to financial advisory services. By taking
increased care of their workers’ needs FedEx would sustain a robust and loyal workforce.
One of the traits that lack at FedEx is an ongoing engagement with the personnel.
Through employee engagement, the organization would effortlessly inspire their workforces to
initiate and own various projects executed by FedEx. Engaging employees enhances motivation
and satisfaction at work. The recent spates of under-productivity at FedEx is primarily due to the
growing anxiety at work. FedEx must realize that workers’ commitment comes not only from the
Incentives at FedEx 18
monetary rewards they receive monthly but also by consistently reminding them that they are an
integral part of the organization (Ibrar & Khan 2015, 6). Such the firm must introduce new
models of engagement to provide the personnel with a renewed sense of belongingness to nurture
pride in the obligation of being part. FedEx, for instance, might foster exchange programs across
the departmental units within the organization through idea exposition programs. Such programs
bring individuals from different disciplines together to display projects that assist in building a
Training and Education
Virtually everyone would like to take advantage of the opportunities for self-growth such
as skill training. Training programs through workshops and other sponsored higher learning
opportunities are key in motivating individuals as these considerations make them more
competitive, innovative, and productive at work. Corporations seeking to incentivize their
employees through learning effective training opportunities before assigning them to partake in
various openings within the organization. FedEx ought to invest in an ongoing personnel training
programs in anticipation for the reciprocation of the same from the employees in terms of
excellent service delivery. With greater competition within the service sector, the surest way to
capture and retain profitability is by investing in an ongoing personal learning to ensure that
individuals are suitable in the roles they are serving. Alongside these inducements are continuous
appraisals, which provide grounds of advancement within the workforce. FedEx must carry out
an ongoing evaluation process to gauge employee progress to determine the areas for
improvements. Finally, FedEx has to invest in the best modern service delivery equipment,
innovative techniques and products, in addition to all-encompassing management approaches.
Personal Learning Statement
Documenting this report provided me with significant challenges and opportunities,
which both reinforced my exposure, and honed my skills. More importantly, the insights gained
from making various assessments contributed towards developing my career ambition. More
Incentives at FedEx 19
than before, I am more certain and prepared to handle the future work that requires my input.
The current report was demanding as it necessitated extensive research, as well as an ongoing
consultation that I managed to achieve through extensive personal commitment. I spend many
hours in the library as I searched for relevant information. Book, journals, and online sources all
proved immense in putting this report together. In pursuit of the right information and relevant
resources, I developed a sturdy understanding of the concept of workplace incentive, why it is
important. Besides, the data I came across buttressed my understanding of how lack of
workplace incentives may invigorate organizational failure. I studied FedEx, examined its
background, its market operations, leadership, and the emerging employee challenges. While I
had little knowledge about FedEx, I must acknowledge that after this analysis, I learned how
incentives and lack of them could transform businesses either positively or negatively. I learned
that the businesses that correctly engage their workforces through the programs and initiatives
that answer their needs are increasingly productive.
The FedEx experience galvanized my orientation that the workplace environment
continues to shift focus from monetary to intangible incentives. While the monetary incentives
offer a solution to the current concerns, the intangible rewards such as education, health
packages, and retirement benefits offer a solution to both the present and future needs. In
particular, dissatisfaction at work is a negative trait that regresses the ability of business to make
significant progress in the market. A majority of the challenges that permeate FedEx are
attributable to employee dissatisfaction, which inspires unrests, absenteeism, lethargy, and union
activities. These challenges negate FedEx’ capacity to operate effectively and compete with its
rivals efficiently. Even the isolated incidences of dissatisfaction with a notarization are likely to
spread out and affect the overall welfare of a workforce. I have noted that employees are likely to
consider becoming naive and achieving very little at work, hence organizational under-
Incentives at FedEx 20
Aghwu, M 2013, ‘Impact of fair reward system on employees’ job performance in Nigerian Agip
Oil Company’, British Journal of Education Society and Behavioral Science, vol. 3, pp.
Bandt, T 2013, Eva-based bonus systems and the influence on the motivation of employees in
companies with branch- or profit-center structure, GRIN Verlag, Munich.
Delery, J & Gupta, N 2016, ‘Human resource management practices and organizational
effectiveness: internal fit matters’, Journal of Organizational Effectiveness: People and
Performance, vol. 3, no. 2, pp. 139-163.
Dlamini, M, Sutherland, M & Werbeloff, M 2015, ‘The effects of hybrid pay incentives on
work-team performance: A longitudinal study’, South African Journal of Economic and
Management Sciences, vol. 4, no. 18, pp. 463-474.
FedEx 2016, Corporate fact sheet. Available from: http://about.van.fedex.com/our-
story/company-structure/corporate-fact-sheet/. [9 Dec. 2018].
Hadwiger, F 2018, Contracting international employee participation: global framework
agreements, Springer, Berlin.
Incentives at FedEx 21
Ibrar, M & Khan, O 2015, ‘The impact of reward on employee performance.’ International
Letter of Humanistic Science, vol. 52, pp. 95-103.
Malatsi, S 2018, ‘Post-FedEx briefing: DA leadership is united to build one South Africa for all.
Available from: https://www.da.org.za/2018/08/post-fedex-briefing-da-leadership-is-
united-to-build-one-south-africa-for-all. [9 Dec. 2018].
Malik, A 2018, Strategic human resource management and employment relations: an
international perspective, Springer, Berlin.
Mazur-Małek, M & Mazur, B 2016, ‘Evaluating the effectiveness of a worksite wellness
program’, International Journal of Contemporary Management, vol. 15, no. 4, pp. 77–89.
Mazur-Małek, M & Mazur, B 2017, ‘Towards corporate wellness: health culture and wellness
programs’, Journal of Intellectual Management, vol. 9, no. 3, pp. 45–61.
Ongaki, N & Otundo, M 2015, Fringe benefits strategy on growth of employee productivity in
the public sector in Kenya: a case of Nairobi Water Company, EduPedia Publications (P)
Ltd, New Delhi.
Otenyo, E & Smith, E 2017, ‘An overview of employee wellness programs (EWPs) in large US
cities’, Public Personnel Management, vol. 2, no. 6, pp. 4-18.
Patwardhan, M & Singh, R 2013, ‘A literature review on motivation’, Global Business
Perspectives, vol. 1, no. 4, pp 471–487.
Poister, T., Aristigueta, M & Hall, J 2014, Managing and measuring performance in public and
nonprofit organizations: An integrated approach, John Wiley & Sons, Hoboken.
Reuters 2018, FedEx Corp (FDX). Available from:
https://www.reuters.com/finance/stocks/companyProfile/FDX. [9 Dec. 2018].
Schultz, D & Schultz, S 2015, Psychology and work today: Pearson new international,
Incentives at FedEx 22
Scott, S 2018, Rewards and incentives in the workplace. Available from:
https://smallbusiness.chron.com/rewards-incentives-workplace-11236.html. [9 Dec.
Spence, G 2015, ‘Workplace wellbeing programs: If you build it, they may NOT come…because
it is not what they really need!’, International Journal of Wellbeing, vol. 5, no. 2, pp.
Wayne, B., Chin-Yu, C., Xingquan, L., Alyssa, S., David, K & Dee, E 2014, ‘Evaluation of a
comprehensive employee wellness program at an organization with a consumer-directed
health plan’, Journal of Occupational and Environmental Medicine, vol. 56, no. 4, pp.
Incentives at FedEx 23